Staff turnover countermeasures

It is difficult to recruit excellent employees, use them well, train them and retain them. We know that there must be employee reasons for employees leaving their jobs, which may not be sufficient, but it is always enough for employees to leave their jobs 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.

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. In order 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 promoting from within, 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, forever? Do foreign monks like chanting? Yes In fact, this is a big blow to employees, who feel that the company is short of people.

While developing space, there is also a lack of 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. And the training methods can 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, and our leaders don't care about them.

That's all right, 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. In order to establish their prestige in the eyes of superiors or employees or to save face, many of our leaders often blame their mistakes on employees, let alone take responsibility for them. 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 the positions with * * * in different industries, you also need to know the social post level, such as the position of human resource 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 hot positions themselves are not.

Not limited by many industries, if the salary level of the post you give is too low, even if you are competitive in the industry, it is not attractive enough for the employees in the post.

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 tell? A good horse doesn't look 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 company and the corporate culture. If they come back to the company, not only one person, but also others? Halo effect? Its psychological shock to on-the-job employees must also be infinite.

4. External pressure forces employees to leave their jobs. 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.

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