How do managers retain people and in what way is the best?

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How to retain employees

Excellent employees ignore the retention of enterprises and leave naturally; Potential employees ignore the expectations of enterprises and leave quietly; Even the employees who focus on training, regardless of the trust of the enterprise, give up and leave, leaving HR people endless troubles and sighs. Every February and March, HR people are always on tenterhooks. At this time, there are always a large number of excellent employees leaving the company, leaving many job vacancies, which makes HR people sigh. However, what puzzles HR people is that it always seems that they should not go, but in fact they should not go; The ordinary ones didn't go, but the excellent ones went. It is difficult to recruit excellent employees, use them well, train them and retain them. There must be a reason for employees to leave, which may not be sufficient, but it is always enough for employees to leave and find another job. So what? Is every employee restless and wants to change companies constantly, and the more companies he changes, the better and the more proud he is? Of course, the answer is no, HR people should all have this experience. Employees who have worked in a company for one year or more are already familiar with the company's corporate culture and have a good impression on the company. Generally, they are reluctant to leave the company, but once they decide to leave the company, it is difficult to keep them. Therefore, as the HR of the enterprise, if you want to prescribe the right medicine and avoid repeating the same mistakes, you must first find out the real reason for your resignation. So, what forced our excellent employees to leave us?

1. External factors 1. Induce employees to leave at the peak of job hunting. The first two or three months after the Spring Festival every year is the peak period for employees to find jobs. After one year, the enterprise will develop and the personnel will be adjusted. As a result, many enterprises have concentrated a large number of supplementary personnel at this time, so the demand for personnel is large, and it is easier for job seekers to find suitable jobs at this time. A large number of job opportunities will induce employees to bravely choose job-hopping. 2. Enterprises poach from each other and instigate employees to leave. Many enterprises, in order to make themselves better developed in the new year, began to dig the foundation of their peers or other enterprises before the Spring Festival, while employees generally do not leave their jobs before the Spring Festival, because there are still year-end dividends to get. "Don't take it for nothing, take it for nothing." After the Spring Festival, the year-end award is in hand. Once a better enterprise throws an olive branch to them, they will choose to quit without scruple. 3. External pressure forces employees to leave. At first, employees may not have the idea of leaving. However, when they see that other employees have succeeded in job-hopping, got higher salaries and better development, or people close to employees keep clamoring for pressure in their ears, they will unconsciously compare the two. If you feel that you are more capable and have better development opportunities than those who have successfully changed jobs, employees will involuntarily choose to change jobs.

Second, the internal factors that affect employee turnover are various and accumulate over time. It is difficult to completely summarize them at once. After screening, the author focuses on the following. 1, corporate culture influence. Whether an enterprise has a good corporate culture and a good cultural atmosphere reflects its influence to some extent. It is difficult for enterprises without influence to have appeal, and enterprises without appeal will naturally not have strong cohesion. Among the world-famous enterprises such as GM and Microsoft, each enterprise has its own unique corporate culture. The same is true of many excellent domestic enterprises, such as Haier culture, such as Vanke culture, which have become the brand culture that job seekers are eager for.

2. The management style of business leaders. The management style of enterprise leaders has a great influence on the working mood and enthusiasm of employees. If a few employees feel uncomfortable with the management style of enterprise leaders, employees will adjust themselves, but if they are in the majority, employees will not adjust themselves, but will think that this is not their own problem, but the leadership problem. After a long time, you will dislike the leader, and you will not devote yourself to your work. If you can't find a sense of accomplishment in your work, your work is not fun. A job without fun is a kind of chronic suicide.

3. The development prospect of the enterprise. An excellent or self-motivated employee is very concerned about the development prospects of the enterprise. Only when the enterprise develops, the employees will develop and the prospects of the enterprise will be dim. If employees can't see the way forward, they will lose confidence in the enterprise. However, it is only a matter of time before employees who have no confidence in the enterprise choose to leave.

4. Enterprise salary level. During the interview, when many job seekers talk about the criteria for choosing a job, they will basically talk about three points: a, happy work; B, the development space is large; C, the salary is good. It can be seen that whether you admit it or not, the salary level has become one of the important factors affecting job seekers' job selection. At the end of each year, enterprises should summarize and employees should also summarize; Enterprises should take stock of the harvest, and employees should also take stock of the harvest. From Marlowe's hierarchy of needs, survival needs also rank first. Therefore, enterprises can effectively retain employees only if they have competitive salary levels.

In fact, there are many factors that affect employee turnover, and external factors are relatively minor, which can also be solved well. The key factor that really affects employee turnover is internal factors. Only by solving the internal causes can we effectively prevent and solve the problem of employee turnover.

First, build 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, accumulate over time, extract from them and be unique. Only in this way can the built corporate culture stand the test and be valuable. However, it is hard for our employees to see this, and they don't care how you build a corporate culture. They just want to work in a harmonious, relaxed, just, fair, enterprising and United team, and he will be very happy and refreshed. Therefore, our managers should try their best to create such a cultural atmosphere. With such an atmosphere, the team will be cohesive, and you will have a cohesive team when the employees leave.

Second, give employees a space for development and a platform for promotion. Greater development space gives employees hope and motivation. An enterprise with no hope and no prospect can not arouse the enthusiasm of employees in any case, and such an enterprise can not let employees stay in the company with peace of mind. To provide employees with greater development space and promotion platform, we can start from the following aspects: 1, establish a perfect competition mechanism and encourage employees to take up their posts through fair competition. Many enterprises and companies have job vacancies, and the first thing that comes to mind is to recruit people from outside first, without considering promotion from inside; There are also some enterprises, although they think of promotion from the inside, but because they don't have a perfect internal competition mechanism, or because they are too familiar with internal employees, they always see the shortcomings of employees and don't see many advantages of employees. In the end, they will consider recruiting from outside. In their eyes, it will always be "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 upward 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, it is advisable to supplement employees by means of horizontal rotation, 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 a solid 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 entered the company is not high, but after a period of time, the quality of employees is still not high. It must be your fault. It can be seen how important it is to train employees. Some enterprises have not thought about training employees, but they have to invest in training, because they are reluctant to invest and do not provide training opportunities for employees, which is not worth the candle. Panasonic attaches great importance to employee training, because Kōnosuke Matsushita knows that money invested in brains is much more profitable than money invested in machines. Training methods can also be varied. As long as you are good at thinking, you will find that training can be everywhere, anytime and anywhere, and the popular one-minute training is a good proof.

Third, enterprise leaders shape their own personality charm and improve management level. Undoubtedly, the management level of leaders has a great influence on the development of the company. Similarly, the charisma and management style of leaders also affect the enthusiasm of employees and the stability of the team to a great extent. Because of my professional relationship, I have more contact and communication with employees. To sum up, there are roughly the following points:

1, no doubt about employing people, no doubt about people. 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. Working in a team without trust, employees will definitely feel very comfortable. So the principle of employing people is: use him and trust him firmly.

2. Don't say the fault of employees, especially 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 him is counterproductive.

Don't promise easily, but once you promise, the wind and rain will not change. Many leaders always make some promises in order to win people's hearts, but for one reason or another, some promises are often not fulfilled. Our leaders don't care about it 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. At that time, it will be more difficult for leaders to change their image in the minds of employees. Employees have difficulties and ideas, and will not tell the leaders. After a long time, they will not get proper venting. In the end, employees will inevitably choose to leave.

4. Dare to take responsibility and be responsible for employees. Many of our leaders often blame their mistakes on employees, let alone take responsibility for them, in order to establish their prestige in the eyes of superiors or employees or to save their face. The consequence of this is that your temporary prestige or face may be saved, but over time, what you lose in the minds of employees may not be as simple as prestige or face, but what you lose will be the long-term respect and trust of employees.

5. Remember, employees are right. It's not that the employees are bad, but that I didn't give them enough support. Maybe this sentence sounds ridiculous at first, but in fact, if employees don't do a good job, leaders can always find reasons from themselves and give employees more support and help, and employees will inevitably thank the leaders from the heart and work harder. As long as employees are really committed, I believe that all difficulties can no longer be called difficulties.

6. Don't show special respect to the employees who are about to leave, and treat them like thieves. In some enterprises, when employees are at work, they are eager to do more work, which involves more work. Once employees leave, they will be under strict supervision for fear that employees will take away important company information. What's more, other employees are invited to supervise. However, they ignore that 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. Besides, if employees can really take away the important information of the company, you can only blame you for not doing well the usual confidentiality measures and taking precautions. Therefore, don't give special respect to the employees who quit, otherwise, you will lose not only the trust of one employee, but also the trust of the entire company.

Fourth, provide a competitive salary level.

1. First, investigate the salary level of peers. If it is a property company, we must find out the salary level of the property industry. If it is a real estate company, we must find out the salary level of the real estate industry. Only in this way can you work out a competitive salary level. In addition, for positions with * * * in different industries, you should also know 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 try our best to understand the salary level of this position in other industries, because these popular positions are not limited by many industries. If the salary level of the position you give is too low, even if you are competitive in the industry, it will not affect the employees in this position.

2. For key employees or employees in important positions, they should be willing to pay a high salary. It doesn't matter even if you are higher than other positions. It is necessary to upgrade the level of posts. Only in this way can you attract core employees. We say that the loss of ordinary employees can be easily obtained at any time, but once the important and core employees are lost, it will cause immeasurable losses to the enterprise.

3, rewards and punishments are clear, rewards and punishments are heavier. We might as well reward employees who have made major breakthroughs in the enterprise. The advantage of this is that on the one hand, it can improve the income level of employees (employees will also calculate their own income), on the other hand, it is also an effective incentive for employees, because employees know that as long as they make contributions, they will definitely have good returns, so they will work harder in the future.

Fifth, strengthen the management of employees after leaving their jobs.

1, treat employees who leave the company as a kind of wealth and a kind of resource. Many enterprises are either dismissive or indifferent to the departing employees. In fact, leaving employees is another wealth and potential resource of the company. If used well, it will have a great effect on the company. For example, his publicity for the company is better than the company's own publicity for itself. At the same time, if employees have a good relationship, they can re-enter the company in the future, which is also a considerable human resource income.

2. After employees leave their jobs, they often call to welcome them home. It may only take you a few minutes to make a phone call, but you can not only touch the resigned employees, but most importantly, you can also touch the existing employees with your own practical actions and influence the potential resigned employees.

3. Don't say, "A good horse doesn't eat grass back." 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 employees.