How to control brain drain?

Question 1: How to control the staff turnover rate? Reprint the following information for your reference.

How to retain talents

Excellent employees leave, regardless of our retention; Potential employees ignore our expectations and walk away quietly; Even the employees who focus on training, regardless of our great trust, 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. Therefore, I can always hear the helpless songs of HR people over and over again: What can I do to keep you? My employees! 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. 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 employees' turnover are diverse and accumulate over time. It is difficult to completely summarize it at once, and the key points are summarized as follows. 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. Enterprises can only develop if they develop employees, and their prospects are dim, so employees can't see the way forward ... >>

Question 2: How can we control the brain drain? First of all, you should actually analyze the specific reasons for brain drain: in fact, it is nothing more than the following: 1, salary; 2. Working environment; 3. Motivation of the work itself; 4. Work prospects; 5. Employees' sense of belonging

At present, the salary of employees in enterprises is not always the only point that determines whether an employee will stay or not. In order to effectively retain employees, a simple salary increase and promotion is no longer a very pure means. Now employees are more concerned about a development space and a sense of identity;

Question 3: How do managers control the staff turnover rate? 4 "There is a clear correlation between employee turnover rate and leadership and management style." Experts believe that most employees will resign on the grounds of poor working environment and working atmosphere, which can reach 40% ~ 50%. In fact, behind such reasons, the most direct reason may come from the personality and style of managers. The manager's style is not recognized by employees, which directly leads to about 35% employees leaving. Generally speaking, direct contact with managers is often the most direct reason for employees to leave, so there is a saying that employees choose to leave the boss instead of the company. Employee turnover costs can be divided into tangible cost and intangible cost. General human resources managers may often pay attention to tangible costs, such as paying the fees paid by employees when they leave their jobs, forming legal proceedings, and re-recruiting. Such expenses can be calculated, which is generally equivalent to about 50% of the annual salary of the employees who leave the company. However, Mr. Chen Guotao believes that enterprises should pay more attention to the intangible turnover costs after employees leave a certain proportion, because if too many employees choose to leave the company, firstly, the reputation of the company will be affected, secondly, the competitiveness will be reduced compared with competitors, and thirdly, the productivity of the company will be reduced. One to three months before a resigned employee leaves, his productivity will drop to 40% ~ 50%, while a newly recruited employee's productivity can only reach 60% in the first three months, which means that an employee's resignation may make the productivity of a certain position in the enterprise only reach half after half a year. The controllable range of turnover rate varies from enterprise to enterprise. Therefore, experts believe that it is impossible to draw a "one-size-fits-all" data on the controllable turnover rate, and the effective way to check whether the turnover rate of a specific enterprise belongs to the normal range is to compare it with peers. If the turnover rate of other enterprises in the same industry is around 5%, and the turnover rate of their own enterprises reaches 15%, it will be like this. For example, he said that Unilever's employee turnover rate is 6% ~ 8% higher than that of its competitors, so Unilever's turnover cost is $65,438+$5,000 higher than that of its competitors, and the company has to pay a total of $2.5 million in turnover cost. This is obviously not conducive to enterprises to gain an advantage in the competition. How can enterprises effectively monitor the employee turnover rate and reduce the turnover rate? First of all, we should classify the lost employees, because the controllable turnover rate of employees in different departments is also different. In addition, enterprises at different stages of development have different ranges of controllable turnover rate. The employee turnover rate of start-ups may be higher than that of mature enterprises. At the same time, Mr. Chen Guotao also pointed out that talking about controllable range does not mean that the lower the employee turnover rate, the better. If employees can only get in and out, it may mean a bigger problem, but such problems are often latent, and once they break out, the harm will be even greater. Positive and negative factors coexist, and experts believe that not all are negative results, but there are also positive factors. For enterprises, with the help of individual employees' resignation, we can find management defects through resignation feedback: the operation of human resources, recruitment and screening processes, performance management, talent development and training, etc. can be further improved. In addition, enterprises should realize that employee turnover is the normal state of modern society. If the employee turnover rate is controlled within a suitable range, it is not only harmless, but also beneficial, because it is also a way for enterprises to "get rid of the old and welcome the new". For employees, choosing to leave means adjusting their career plans appropriately, seeking greater development space, and sometimes it means an innovation. However, Mr. Chen warned that employees should be cautious when leaving their jobs. Resignation does not mean promotion and salary increase. Among the top managers of an enterprise, there are usually people who have worked in the enterprise for more than 15 to 20 years and have worked in the top management positions for a short time. After all, few people. For enterprises, internal staff should also be given considerable opportunities to reward their loyalty.

Question 4: How to control the staff turnover rate? Human resources have become the "first element" of organizational development. Reducing the staff turnover rate and retaining the core staff of the enterprise are very concerned by the human resources manager. Reasonable turnover rate is conducive to maintaining the vitality of enterprises, but if the turnover rate is too high, enterprises will suffer direct losses (including turnover cost, replacement cost, training cost, etc.). ) and affect the continuity, quality and stability of other personnel in the enterprise. Therefore, this problem involves a wide range, a large framework and a lot of content, but it must be solved in practical application, otherwise it is not easy to see the effect. Employee turnover is the most direct reflection of the quality of human resource management in enterprises. The high turnover rate of employees in enterprises is an objective reflection of employees' dissatisfaction and a manifestation of the lack of stability in enterprises. How to control staff turnover is an urgent problem faced by many enterprises at present. The key for enterprises to retain talents is to have strength and development prospects. From this point of view, the key to control employee flow is the level of enterprise management. Among them, the most important thing is the human resource management level of the enterprise. Because the effective control of employee turnover involves all aspects of enterprise human resource management, it is necessary to effectively control all aspects in order to reduce employee turnover. The high employee turnover rate shows the incompetence and missteps of enterprise leaders, and even exposes the deterioration of interpersonal relationship between leaders and superiors and subordinates. The links and fields that are particularly important to control employee turnover in human resource management include recruitment screening, work content, salary and welfare payment, career management, corporate culture construction, communication and many other aspects. But in addition to these specific links of human resource management, it is more important for enterprises to establish people-oriented management ideas. As long as changes are made in management concepts and thinking, enterprises will not lack the means and methods to retain talents. Without this new ideological system, no amount of "sleeve tricks" will be useful. People are the main body of work, the decision-making of enterprises depends on people, the implementation of enterprise policies depends on people, and the quality of decisions depends on people. Therefore, enterprises must establish a "people-oriented" management idea. Enterprise leaders should have a scientific view of talents. From the point of view of enterprise decision-makers, the "three gases" that the "head" should have determine the capacity of wooden barreled water. Atmosphere: forward-looking and open-minded attitude, talent: tolerance and knowledge, gas field: personality charm and art, it can be said that you can do great things with a big mind. Today, the role of leaders is not only reflected in personal insight, courage to select talents, the mind to accommodate talents and the art of using talents. In the production and operation of enterprises, we should attach importance to the role of each employee, so that all employees care about the enterprise and participate in the management decision-making of the enterprise, so as to ensure that the decision-making is carried out on the basis of brainstorming, not only with high quality, but also with smooth implementation. Employees can get higher job satisfaction. In order to retain employees, many managers think more about giving higher rewards. This is not unreasonable, but there is something wrong with this way of thinking. If you don't care about employees, it is difficult to retain talents with high salary. At present, many enterprises have high salaries and benefits, but the staff turnover rate is still high. The main reason is the overuse of employees. High salary is a necessary condition to prevent employee turnover, but not all. It is not impossible to find a really "people-oriented" good way. Strategies to control brain drain in enterprises: Now many managers put forward the slogan of "customer first" in order to occupy the market for products. In fact, the relative balance between inside and outside is the most important thing, which means that enterprises should put employees first. Imagine that employees are people who directly produce products and provide services. If they are not the first, they can't produce the best products and provide the best service. Here we can find that many managers really don't care about customers or employees, and they are still profits and losses. When the realistic goal of managers is no longer this knot, employee turnover is no longer a problem. Anyone who is familiar with the Bible knows this passage: "Treat others as you want them to treat you. This should be the golden principle of human resource management. As long as there are such management principles, once there is employee turnover, enterprise managers need not blame employees, but should look for gaps from their own management methods and management concepts. Only enterprises and managers who have established this concept will really pay attention to the loss of employees. We see that many enterprises that are in full swing do not take employee turnover seriously. In these enterprises, management ... >>

Question 5: How to control the brain drain and establish a "people-oriented" management concept, the people-oriented provincial government thought, has long been put forward and put into practice in the West. It emphasizes respecting the needs of employees, caring for their growth and development, and attaching importance to their subjectivity and participation. It opposes taking people as "tools" of production, but emphasizes that people are "social people" with multiple needs. As can be seen from the previous analysis, not paying attention to people themselves is the root cause of employee turnover. Enterprises regard employees as "things" and think that as long as employees' needs are met materially, other issues are no longer important. "For example, the managers of many enterprises first set higher rewards in terms of countermeasures to retain talents. Of course, material incentives are necessary and basic, but they are not unique. We see that the salary and benefits of many enterprises are still higher than those of similar enterprises, but the turnover rate of employees is still high. The main reason is that managers still regard employees as "economic men" and think that manual labor is fair and reasonable. Other than that, it has nothing to do with me. In some enterprises, the workplace-canteen-dormitory is 3: 1, and there are no entertainment activities in the enterprise, so the life of employees is monotonous and tired. At the same time, this simple working relationship makes employees have no initiative and sense of responsibility, and they want to leave when something goes wrong. The significance of establishing the "people-oriented" concept for managers lies in the fact that enterprises can only have good products and markets and good profits if they have qualified employees, and employees should be the first. This kind of humanistic talent should be implemented in all aspects of management, from employee recruitment, training, job design, salary and welfare system, career management to incentive system, we must consider the needs and welfare of employees. In the process of management, we should use as few punishment measures as possible and use more praise and encouragement to make employees feel respected. The result must be to care for and train employees, develop enterprises, and truly realize the "win-win" between individuals and enterprises. 2. Establish an institutionalized restraint mechanism On the one hand, enterprises should create a good environment for employee development and increase the attractiveness of employees. At the same time, it is also necessary to formulate relevant systems to manage and control the flow of employees. First of all, the labor contract system can be implemented. During the contract period, the enterprise shall not dismiss employees without reason, and employees shall not leave the enterprise without authorization, otherwise the breaching party shall pay liquidated damages to the other party. Secondly, the training compensation system can be implemented. Enterprises can establish employee training files, and on the basis of recording the actual situation of employee training, analyze the input and output of employee education and training, so as to determine the losses caused by employee turnover and make claims. You can also sign a training contract in advance to clarify the service life and liquidated damages after receiving the training, so as to avoid the loss that enterprises spend a lot of training fees but can't keep people, and correct the misunderstanding that private enterprises dare not spend money to train employees. In addition, it is also possible to establish a shareholding system for employees, especially managers and technicians, and encourage capital or its own human capital to share shares, so that employees and enterprises can share interests and risks, which is conducive to employee stability. This measure is widely used in developed countries and has the reputation of "golden handcuffs". 3. Standardized internal management The chaotic management of enterprises and employees are at a loss, which is one of the important reasons for brain drain. Therefore, to create a good environment to attract talents, we must realize the standardized management of enterprises. It should include two aspects: first, managers have a high level of management and strive to make scientific decisions, rational division of labor and effective control. There are sound rules and regulations within the enterprise to follow, giving employees a sense of security. The second is to abandon experience management in all aspects of human resource management and truly achieve scientific management. There are several important management links that must be paid attention to. First of all, there must be a strategic and practical human resource planning. Enterprises should, according to the business development strategy and the actual requirements of enterprises, constrain specific plans such as recruitment, training and promotion of human resources, and let employees know these plan information as much as possible, so that employees can make their own development plans accordingly, so that employees can feel that they still have development opportunities in their own enterprises, which is helpful to improve the retention rate of employees. Secondly, it is necessary to carry out post analysis and clarify the responsibilities, powers and working standards of each post. Not only can every employee clearly and orderly perform their respective duties, but also through scientific design and comprehensive balance, the employees' injustice and excessive work pressure can be avoided. At the same time, it is also an important basis for other management decisions such as assessment, rewards and punishments. Third, help employees make career planning, that is, help employees develop various knowledge and skills, provide opportunities to realize their personal expertise, and lay a ladder for career development. On the basis of understanding their skills, interests and value orientation, employees should try their best to make their strengths consistent with the needs of the company, so that employees can be clear ...

Question 6: How to strengthen personnel management and reduce brain drain? In order to achieve sustainable development, a stable team must be established. However, if there are a large number of employees, especially core employees, it may not only cause the loss of customer resources and the floating of people's hearts, but also cause the leakage of core secrets of enterprises and bring great losses to enterprises. It should be noted that family enterprises should not only eliminate some unqualified employees, but also ensure the relative stability of employees and take certain measures to reduce the employee turnover rate. So what measures can family businesses take to better reduce employee turnover? 1. Strict examination of applicants When recruiting employees, the human resources department of an enterprise will find that many candidates frequently change jobs in a short period of time in their resumes, but when asking about the reasons for job hopping, they can always find various excuses. It is difficult for employees who frequently change jobs to establish loyalty to the enterprise and lack career planning. When the treatment or working conditions of enterprises can't meet their requirements, they may leave without hesitation. Therefore, candidates with frequent job-hopping should be carefully employed. 2. Formulate reasonable employment standards. When recruiting employees, enterprises must combine the employment needs of enterprises, but they should not blindly raise the employment standards, because enterprises will only give these positions corresponding treatment and grades when recruiting corresponding positions. After these people enter the enterprise, if they find that the actual situation is not what they imagined, they will feel cheated and walk away. The "manager" fooled by Ming Bai Denton Company has a customer in Guangzhou. The company advertised in the newspaper for a regional manager. It didn't take long for many people to apply. Finally, a Mr. Liu successfully applied for the job. However, as soon as Mr. Liu took office, he found that the so-called regional manager was in charge of himself and had no subordinates. After asking the boss of the company, the answer is: "This is the case with the regional manager of our company." Mr. Liu realized that the company only recruited salesmen, not really regional managers, so he submitted his resignation to the company in a rage. 3. Enterprises cannot easily promise or "cheat" job seekers. Nowadays, in order to attract talents, many enterprises often promise a high salary from the beginning. When people arrive at the enterprise, they will not pay or promise. Many enterprises and bosses often regard this as their own talent, but enterprises often have a huge brain drain crisis. 4. Speculative psychology means shooting yourself in the foot. Some family businesses will have obvious off-season industries. Many companies recruit many people in the off-season and lay off many people in the off-season. They think that there are many college graduates now, so are big companies still worried about finding people with two legs? This creates a huge risk, because once employees see through the real intention of the enterprise, it will lead to a large number of employees losing, and the speculative psychology of the enterprise will only be shooting themselves in the foot. A family business engaged in food production hired a large number of marketers from another company in order to expand its scale, quickly establish a network and increase sales. After these people arrived at the enterprise, they really lived up to expectations, and the purpose of the enterprise was quickly achieved. But after the off-season, the boss may not be able to make any money once he settles accounts and raises so many people, so the boss called them over and told them that everyone would have a holiday from now on and come to work in the peak season. The boss thought he was clever, but he shot himself. These business people quickly went through the formalities of leaving their posts. Just as the boss was secretly happy for himself, something unexpected happened. Not only these business people left the enterprise, but also the old employees in the enterprise were afraid that the boss would do the same thing to themselves in the future, so they began to leave the enterprise. To make matters worse, after leaving the enterprise, these business people joined the competitors' enterprises soon, and many dealer customers began to turn against the business people who changed jobs. 5. Establish a talent training mechanism to let employees see the development prospects. Employees in family businesses are often confused about their development prospects and don't know where their future career development will go. Then I will feel that other companies will have better development space, so that I can get rid of it. In order to retain these talents, enterprises should help employees to make career plans, let employees know where their advantages lie, what development space the enterprise can provide, how individuals can realize their life ambitions through hard work, and then combine their personal characteristics to cultivate them through certain channels, so that employees can find their own positioning and direction of efforts. 6, the treatment is good, there will be fewer employees who change jobs, but enterprises can't pay employees too much more than the industry treatment in order to retain employees. When designing employee salaries, ... >>

Question 7: How to effectively control the employee turnover rate 1. Establish a fair, just, credible and attractive salary system. The salary factor is an important factor that causes the frequent turnover of personnel in the property management industry. From this perspective, the property management industry and enterprises themselves need to reflect and make necessary adjustments.

2. Change the traditional management thinking and formulate new rules of the game from the perspective of "people-oriented". Strict institutional management system can really prevent the loss of property management personnel, but this rigid regulation can not solve all problems. Property management enterprises need to constantly reflect on the management measures in their own human resource management system, and should consider attracting and retaining employees through various material and non-material incentives according to their needs, so that employees have a sense of belonging and are willing to develop together with the enterprise. For more information, please pay attention to 8 18HR enterprise E-Pass.

Question 8: How to reduce the staff turnover rate of 1, and keep people and horses running and eating grass? Improve employees' overtime pay and make employees' treatment competitive in the industry. For the employees of enterprises now, the treatment is a very realistic thing. If an enterprise wants its employees to work hard, but doesn't want to pay a reasonable salary, I'm afraid it's difficult to achieve it.

2. Strictly control overtime, and the labor law stipulates that the working time per week shall not exceed 44 hours.

3, feelings keep people, everyone has feelings. Especially in China, a country with strong human feelings, creating a feeling of making employees feel at home from an emotional point of view often gets twice the result with half the effort.

4. Enterprises attach importance to employees, strengthen humanized management and improve employee welfare.

5, professional retention, let employees become the owners of the enterprise. Boldly authorize, create an environment for talents to display their talents and values, and at the same time issue stocks for middle and senior managers and core employees, so that they can become shareholders of the enterprise, and their fate is closely linked with the fate of the enterprise, thus stabilizing them.

6. The system keeps people. Establish some scientific long-term incentive and restraint mechanisms. For example, option incentives. For example, enterprises are not allowed to issue year-end bonuses for the whole year before the Spring Festival holiday.

7. Modify the labor contract and give certain rewards to employees who have completed more than 3 years.

8. Strictly control the company's access and recruit employees suitable for the enterprise.

9. Make clear the standard of employing people, correct the attitude of employing people, improve the concept of employing people, and give up speculative psychology. You can't recruit many people in the peak season and lay off many people in the off-season.

10, pay attention to on-the-job training of employees, establish a talent training mechanism, and help employees make career plans.

1 1 to improve the integration speed of new employees with teams and companies.

Question 9: How to manage the enterprise, how to control the staff turnover rate, and the strategies and methods to reduce the staff turnover rate, and share some information with China Training Network:

1, emotional retention: through emotional communication and psychological communication, we strive to care for, love and respect talents in our career and life. Respect employees' opinions and give employees opportunities to put forward various opinions and suggestions.

2, the atmosphere to retain people: by creating a good atmosphere and incentive mechanism to retain talents, so that subordinates are happy and have a sense of accomplishment.

3. Develop and retain people: do a good job in employee career planning, formulate a growth roadmap, and let employees know the career development channel and see the promotion direction.

Question 10: How to control the loss of team members in telemarketing 1. Telemarketing itself is probabilistic sales, and the working cycle of telemarketers is generally 9 months. In other words, people who have been engaged in telemarketing for more than 9 months will be worth some money and have certain skills and experience, otherwise they will need training, and the turnover rate of telemarketers is relatively high. Therefore, when setting up performance appraisal, it is suggested to take two steps, one is the basic salary of performance responsibility, that is to say, to achieve it. On the other hand, according to the labor law, the basic salary must be paid before the next month 10, but the commission can be paid as a bonus for another month, so that the turnover rate of salespeople will be controlled, because they have always had money in the company, and the number of people who suddenly leave their jobs will be significantly reduced. In addition, according to the labor law, the probation period of telemarketers is 3-6 months, and the contract is signed for 3 years at a time. On the one hand, there is enough time to observe a salesperson, so on the other hand, it is completely in line with the provisions of the labor law.

2. The assessment of telemarketers is generally the same as performance and workload. Telephone volume and call duration are quantitative assessments, and effective customers are performance assessments.

3. Telemarketing is mainly through voice transmission, and the voice of the recruiter is the first factor. The ratio of male to female is 60% for females and 40% for males. The sales team of telemarketing should not exceed 10 at most, and it is better to have a group of 8- 10, including the team leader. Each telemarketer manages 500-800 customers. Below 500, sales will lose the initiative because the customer cycle is too fast. If the quantity exceeds 800, the sales staff will have no way to cover and manage all customers. The customer is a salesperson who has not contacted the customer for more than 30 days, and there is obviously something wrong with his working method or working mentality.

4. To establish a telemarketing team, we must first establish the team's cultural background, give the team a resounding team name, and have a team slogan accordingly. Team names, slogans and cultures should be unified.

Because telemarketing is a simple thing that is repeated, the fatigue of sales staff comes from the unchanging work, so the mentality is very important, so we must make great efforts to train the mentality. Then there is technology.

6. If the market refers to customer information, there are several ways. First, it is sold, and Baidu searches for corporate information. General enterprise information of a region 300-500 yuan. However, these materials are not updated very quickly, and there is a B2B platform like Alibaba. You can find many by industry. There are also job fairs, and enterprises are relatively concentrated. There are newspaper advertisements and yellow pages.