How to motivate employees to retain talents?

How to retain talents and how to capture the hearts of employees?

Answer: Based on my daily management, I will give you a few tips. Can you try them? To retain talents, the most important thing is to let them stay. The most important thing to grasp the hearts of employees is that they want to do what they want to do. Well, I have summarized some information/I hope it will be useful to you. The first tip: "advance and retreat together" at work and exchange information. Provide employees with more information and content they need at work to assist them in completing their jobs. This information and content can be about the company's overall goals, the department's future development plans, and the problems that employees must focus on solving... Only by frankly communicating this information with employees can they feel that they are also part of the business decision-making. Understand the company's business strategy better, so that work tasks can be completed effectively, clearly and actively. The second move: "Listen" to employees' opinions and participate in decision-making together. Few people participate in discussions related to their own behaviors without being motivated/Third tip: Respect employees’ suggestions and create a “communication” bridge. The fourth tip: Be a leader who "invests in employees' preferences". Give what kind of rewards to what kind of employees. For those employees who work hard and serve customers silently, give more public praise to increase their sense of accomplishment; for those employees who are enterprising and courageous to develop new projects, give more appreciation and spiritual encouragement; for those employees with good connections I will give them good working conditions and challenging work content for the core members who have extensive connections and excellent performance. The fifth tip: Interest is a teacher, giving employees more job opportunities. If employees are very interested in the work content, coupled with the challenges brought by the work content, employees will be fascinated by doing it and exert more potential. potential. The sixth tip: "Appreciation" is the best motivation. Everyone longs for applause and praise. Even a simple compliment will bring incomparable warmth and excitement to people. The seventh tip: Start with small things and understand the needs of employees. To satisfy employees, you must start with small things and start with details. Tip 8: Let "performance" speak for employee promotions. There are countless companies that promote employees based on "qualifications." Most promotions in state-owned enterprises are based on seniority, which has little to do with employees' performance. Naturally, employees' enthusiasm is also low. Promoting employees based on their "qualifications" does not encourage employees to create performance and can lead to laziness among employees. On the contrary, when leaders use "performance to speak" and promote outstanding employees based on performance, they can better achieve the purpose of encouraging employees to pursue excellence.

Tip 9: Give more talents to those who are more capable. Increase the salary of core employees. How much value can employees bring to the company? Incentives through salary increases are essential for core talents who create high profits for the company and develop profitable new projects.

HR Dialogue: How companies motivate and retain talents

Reprint the following information for reference

How to retain talents

Excellent employees ignore us employees with potential will leave quietly regardless of our expectations; even employees who are key to training will leave regardless of our trust, leaving HR with endless annoyance and sighs. February and March every year are always days when HR people are on tenterhooks and in constant panic. At this time, there are always a large number of outstanding employees leaving the company, leaving many job vacancies, which makes HR people feel helpless. However, what makes HR people even more puzzled is that it seems that those who should go do not go, and those who should not go go; the ordinary ones do not go, but the outstanding ones go. Therefore, you can always hear the helpless songs of HR people over and over again: What can I do to keep you? My staff! It is difficult to recruit excellent employees, it is difficult to make good use of excellent employees, it is even harder to train excellent employees, but it is even harder to retain excellent employees. We know that when employees leave the company, they must have their reasons. It may not be sufficient, but it is always enough for employees to leave the company and find another job. So? Is it true that every employee is restless and wants to change companies constantly, so that they can work harder and better, and the more they do, the more proud they are? The answer is of course no. HR people should all have this experience. Employees who have worked in a company for one year or more than two years are already familiar with the company's corporate culture and have a certain affection for the company. Under normal circumstances, they are not willing to leave. company, but once they decide to leave the company, it will be difficult to retain them. Therefore, as corporate HRs, if you want to prescribe the right medicine and avoid repeating the same mistakes, you must first find out the real reasons for their resignation.

So what are the reasons that force our best employees to leave us?

1. External factors 1. Tempting employees to leave during the peak period of job hunting. The first two to three months after the Spring Festival every year is the peak period for employees to find jobs. After one year, companies need to develop and personnel need to be adjusted. Therefore, many companies are focusing on recruiting a large number of personnel at this time. Therefore, the demand for personnel is relatively large, and it is easier for job seekers to find suitable jobs at this time. A large number of job opportunities will tempt employees to bravely choose to change jobs. 2. Companies poach each other to encourage employees to leave. Many companies, in order to achieve better development in the new year, start poaching peers or other companies before the Spring Festival. Employees generally do not leave before the Spring Festival because they still have year-end dividends to collect. "If you don't get it, you won't get it for free; if you get it, you won't get it for free." After the Spring Festival, with the year-end bonus in hand, once a better company throws an olive branch to them, they will choose to change jobs without any scruples. 3. External pressure forces employees to resign. At the beginning, employees may not have the idea of ????resigning, but when they see other employees successfully changing jobs, getting higher salaries, and having better development, or people close to the employees continue to make noises and exert pressure in their ears, When under pressure, they will unconsciously compare the two. If they feel that they are more capable and have better opportunities for better development than employees who have successfully changed jobs, employees will involuntarily choose to change jobs.

2. Internal factors The internal factors that affect employee turnover are diverse and accumulated over time. It is difficult to summarize them completely at once. The key points are summarized as follows. 1. The influence of corporate culture. Whether a company has a good corporate culture and a good cultural atmosphere reflects the influence of the company to a certain extent. It is difficult for a company without influence to have appeal, and a company without appeal will naturally not have strong cohesion. In the world's famous companies such as General Motors and Microsoft, each company has its unique corporate culture. The same is true for many outstanding domestic companies, such as Haier Culture and Vanke Culture. They have become brand cultures that job seekers flock to. 2. The management style of business leaders. The management style of the company leader has a great impact on the work emotions and enthusiasm of the employees. If a small number of employees feel that they are not suitable for the management style of the company leader, the employees will make self-adjustments. But if it is the majority, the employees will not only be dissatisfied They will make self-adjustments and think that this is not their own problem but the leader's problem. Over time, you will feel disgusted with your leadership, and you will not devote yourself to your work wholeheartedly. If you cannot find a sense of accomplishment in your work, you will not be able to enjoy your work. Work without pleasure is nothing more than a slow suicide. 3. Enterprise development prospects. An excellent or development-eager employee is very concerned about the development prospects of the company. Only when the company develops can employees develop. If the company's prospects are bleak and employees cannot see the way forward, they will lose confidence in the company... >>

How to retain talents?

First of all, I appreciate the statement that career retains people. Is our company an enterprise with ideals, missions and ambitions? Can we give these so-called talents a big enough stage (if it’s not big enough now, it can be big enough in the future)? If so, I believe you have enough opportunities to retain a talent, even if the compensation you pay him is not the best. Many times, some key talents leave just because they don't know their status in your mind. Many managers don't know how to give recognition to a person's work. Telling people that you are satisfied with what they do is a cheap but very effective way to retain people. Trusting someone is also the key to retaining them. Establishing a reasonable and fair incentive mechanism is of course a key part of retaining people. Giving key talents training opportunities suitable for their development is another aspect of retaining people. In fact, many people (of course not all people, some people really only believe in cash) do not care about how much money they get at the moment, but they care about whether they can learn real skills in a company. Sometimes, we need to take another step forward and help employees design their personal careers and help them find the things and positions that best suit them. This is also a means of retaining people. Sometimes, providing employees with opportunities to start a business or participate in equity can also be the key to retaining key talents. For many private companies, this approach may be their only means to defeat foreign companies (foreign companies usually provide generous salaries, good benefits and training).

Let me tell you a Jewish story: His father told him: Give him a salary increase. The father’s answer was: He stole things because he didn’t earn enough. Naturally, I would not use this story to encourage people to steal. But what I want us to think deeply about is that when we complain about the disloyalty of talents, have we ever thought about whether we have given him enough compensation and care to give him enough reasons to stay?

How does HR understand employees and how to motivate employees to retain talents?

Hello, value for money is a simple truth that we all know. When an employee thinks that his efforts are worth his It is normal for a person to leave without hesitation when his strength and abilities far exceed his salary. If he continues to work, he may... What you have to do is to stabilize the emotions of your employees and tell them that as long as they work hard and work hard, there will be development and a future, so that employees can see the light and the future. We all know that a fly in a bottle has a bright future but no future. , a fly can't fly if it's hit here and there. The example may not be appropriate, but if you don't guide the fly, it will never fly. You currently need to let your employees know how big the future of this company is, and try to satisfy employees' psychology. They will compare their income horizontally and vertically with society. Please see if the gap between your company and your company is too big. For your reference.

A little common sense: If you don’t evaluate the answers to questions. Baidu will think that you have dampened the enthusiasm of Baidu to know the answer. You will be punished by deducting points. This will affect your future Baidu questions.

How to retain the hearts of employees and sixteen tips for retaining employees

Methods/steps

To retain employees, we should establish new concepts

People The work needs to be divided into three levels (Maslow also proposed a five-level theory): the first level is survival, the second level is communication, and the third level is development. Correspondingly, I analyze the three ways to retain people, high salary, relationship, and career. Of course, I do not rule out the superiority of other methods such as spiritual stimulation. Modern sociology also believes that if survival, that is, the issue of salary, is ignored, any "career" will be a castle in the air. But if you ignore feelings and career, it will be difficult to retain people, because after all, people have career pursuits.

When retaining people, we should pay attention to the "Four Reliances"

1. Retain people by career: The direction of talent flow is generally where people's potential can be best utilized, and people are willing to stay. Real talents pay attention to their own growth and development space. To retain talents and make them useful, they must rely on career to retain people.

2. Retain people through career management: Give everyone a suitable position, give him goals, give him promotion, give him opportunities, and give him a way to become a talent. Developing career plans for talented people is the best way to retain them.

3. Retain people by using preferential treatment: Employee stock ownership can solve the problem of improving asset ownership and employment relations; business stock ownership can solve the conflict between asset owners and operators.

4. Rely on emotional ties to retain people: Any organization has the role of emotional ties. Some company bosses are charming, and the entire company also has a positive attitude. The link between the organization and its employees is corporate culture. , having one's own core values ??is an important way to retain employees. Organizing training constantly instills the company's ideological values, allowing employees to empathize and identify with their company's culture.

Provide competitive salary

For retaining talents, competitive salary is an unavoidable issue. If the stability of this foundation is missing, many other issues will be lost. Talent retention strategies can only be castles in the air and elusive. Research shows that salary is still the number one factor in retaining talent.

Appreciate and encourage employees more

Management professor Graham conducted a study on potential motivating factors in the workplace and found that among the five motivating factors that employees value most , three of them are related to appreciation and encouragement, that is, after completing the work task well, the boss will personally thank you, the boss will give written thanks, and the individual will be publicly praised. In real management, this is indeed the case.

The key to retaining talents lies in leadership

First of all, leaders must have charisma, form concentricity, and integrate group efforts, so that the cohesion of the company can be formed, so that employees can truly form psychological team; secondly, leaders must activate the development potential and personal potential of each employee, so that innovation will emerge; thirdly, leaders must cultivate themselves to reassure others, and only by comforting people can they retain them, and must understand every employee , use different countermeasures to solve specific difficulties and problems according to different situations.

Draw a good picture of the company’s pie to employees

Although drawing a pie cannot satisfy hunger, this is only from a real material perspective. From a psychological level, drawing a pie can not only Moderately relieve hunger and stimulate inner potential. In business management, describing the company's future development strategy to internal members will not only bring them unimaginable motivation, but also point out the direction for their subsequent work. (To put it bluntly, what are the benefits of working with you)

There are only two reasons why employees voluntarily leave their jobs: they are not happy with their work and their treatment is too poor

How to motivate and retain key positions core talents?

The best way is to tie the company's development to themselves.

First of all, you have to make sure that employees leave not because of company culture, not because their talents cannot be used, nor because their superiors bully their subordinates.

Secondly, why can other companies poach people from your company?

1. Give enough money.

2. There is development in that company.

3. The company culture is good.

4. Grasp real power.

5. No sense of belonging to your company.

As for what you said about the salary increase... You can't increase the salary only when the person wants to leave, but you only increase the salary when the company makes money or others do a good job. it works. If you wait until others want to resign before you get promoted, then you won't be able to retain them, and they won't be able to stay for long. After all, if the conditions offered by other companies are no worse than yours, and because you were hired, you will be given full salary and benefits. The most important thing is, if you tell your employees: If you do a good job, I will give you as many points and bonuses as you like, or our salary system is very good, and the salary will be increased every certain time... something like this will usually go away. of.

As for welfare, the same principle applies. When you lose heart and want to leave, it will be useless if you suddenly tell these people that I will give you any number of welfare benefits. Welfare is comprehensive and cannot be said to be the same at one time. Who knows if you give it to me now and I keep it, you will take it back in the future. Anyway, you just give it to me. If you don’t give it to me, I can’t do anything. Good job If the opportunity is missed, it is missed.

Let me talk about another thing, the most important thing is the sense of belonging. Employees who have no sense of belonging to your company will run away no matter how much money or benefits you give them... As long as they are capable, companies will often poach them, and they will follow whoever gives them more money and power.

So how to motivate employees?

zhidao.baidu/...Hanmoy9OK

1. First understand the types of incentives;

The form of incentives: divided into positive (what employees want) , not what you think they will be interested in: for example, when fishing, should you use what you like to eat as bait or use what fish like to eat as bait), negative incentives (unwilling to lose, such as the art of criticism: you will be more motivated after being criticized): Although The methods are different, but the effect is the same. The difference lies in the timing of use;

Incentive content: divided into material incentives and spiritual incentives: the relationship is that spiritual incentives guide material incentives;

Mastering methods : What you realize at work is for understanding;

2. Master various methods of motivation;

The focus of spiritual motivation guidance and material motivation is to understand human nature and be able to accurately judge the other party needs and wants;

3. Use some of the appropriate methods under different circumstances to achieve the purpose of motivation;

If you do not reward small efforts, it will be difficult to achieve great achievements;< /p>

If small grievances are not forgiven, big grievances will surely arise;

When the water is clear, there will be no fish, and when people are careful, there will be no disciples;

How to open your eyes? Close your eyes and become inspired, realize it!

Now here are the things to note on how to motivate effectively:

There are prerequisites for motivation before implementation, that is, whether the person being motivated accepts you and agrees with you; you inspire an enemy to give it a try , invalid; so the premise is that the other party has "listened" to you;

For example: What is the content of the first training for new employees? Instilling corporate culture? An explanation of the system? Teaching business skills? Or should the insurance company package the lecturer first? Those who come up with these contents are all second-rate; before entering the training room, you should pay attention to your dress (first impression) to make yourself excited immediately; and the task of the first class is just one:

Breaking the ice is to build a closer relationship between the lecturer and the new employees; regardless of the content of the lecture, identify the new employees with their speeches, value everyone, praise them more, affirm them more, encourage them more, etc.; there are many contents There are books on training that teach you, but they don’t summarize the core. The purpose is actually the same: how to make new employees happy, how to make them like you; then other trainings will be carried out, and the acceptance rate of employees will increase; - —Andy Lau still sleeps during class? Still not listening carefully? Will he still violate discipline and tell small stories? Still playing with small things?

Owner, you may not agree with these; but these details are possessed by 20% of the elite; 80...>>

How can companies retain outstanding talents< /p>

As an important market resource, their effective flow and allocation under the action of the market mechanism is an important manifestation of a developed market economy. However, the flow of outstanding talents is not a good thing for enterprises, especially the flow of core talents related to key positions such as corporate marketing, management, and technology development. It is a blow to any enterprise. It is a common knowledge in the business world that outstanding talents are the core assets of an enterprise. The research of Jim Collins, a famous American management scientist, tells us that for enterprises to continue to develop, they must not only recruit talents, but also retain talents and make them the core resources of the enterprise. After a company has "digged" and hired outstanding talents, how can it "tie" them? We believe that outstanding talents are different from ordinary talents. "High salary" is only a basic condition. In addition, they have unique features. needs. These unique needs are divided into four levels from low to high: The first is the right to operate the enterprise. Excellent talents first need a stage where they can display their talents. On the basis of clear business goals, they need full trust and authorization. This is the basis for attracting and stabilizing outstanding talents. There are two effective ways to authorize: One way is that there are generally three key elements in project decision-making: the time required for project completion, the quality standards for project completion, and the cost required for project completion. For outstanding talents, bosses should never make decisions on these three elements (time, quality, cost) before telling them to do it. This effect must be very poor. The effective way is, boss

How to select the right employees? How to retain talents?

Select the right employees. Under the normal system, select the right employees. First-rate talents are not needed, and third-rate talents are not needed. Talents are not needed, second-rate talents are the most practical.

That is what we often say, get rid of the highest score and get rid of the lowest score. I think people who can do things well are good. If things are not done well, it is useless to say anything. The best talents are not necessarily the most suitable. The most suitable talents are what the company needs. After ordinary talents enter the enterprise, you will find that after training, first-class talents will emerge. This is: wise men are pragmatic, while fools strive for false reputations.

How to retain talents UFIDA has been in business for 23 years, and 85 of its top 100 employees are still there. The retention strategy is: 1. A correct and clear company strategy to help attract talents; 2. Provide internal training mechanisms. Let the original talents transform; 3. Equity incentives for key employees within the company; 4. "Dual-channel" development system for employees, management and technology; 5. "Talent return plan" to guide and encourage employees to return to their hometowns to work for the company develop. The space platform for display retains talents, just like Liu Bei's invitation to Kong Ming, who is like a fish in water. If Kong Ming is favored, he will stymie his master, and his ambition will not be fulfilled

How to go?

How to use employee equity incentives to retain people

1. The three trends in talent in the Internet era mainly have three characteristics.

The first is the mobility of talents. The biggest feature of the mobile Internet era is rapid movement. Rapid movement includes not only the rapid movement of funds and information, but also the rapid movement of talents. The rapid movement of talents. Whether it is a state-owned enterprise, a foreign enterprise, or a private enterprise, the talents within the company are moving rapidly, and it is becoming increasingly difficult to retain people.

The second is human capitalization. Nowadays, people who contribute little or no money have increasingly become shareholders or even major shareholders. For example, Didi Taxi was valued at US$25 billion in its most recent round. Teams like Chen Wei’s investment was very small, but the team was very strong. They had become the company’s major shareholders by investing only a small amount of money, so manpower is capitalized. Including Xiaomi, Tencent, Huawei, etc., the entire team contributes very little money, but holds a large number of shares in the company, and these shares are extremely valuable, so people are becoming more and more capitalized. The better the talent, the more you need to capitalize it so that it can participate in the long-term profit distribution of the company.

The third is to popularize entrepreneurship. In Entrepreneurship Street, everything is lacking. There is no shortage of CEOs. On the one hand, it is strongly advocated by ***, on the other hand, the threshold for entrepreneurship is getting lower and lower, so entrepreneurship has basically become popular.

Based on the previous three characteristics, a difficult problem is presented to every business owner. How does the company do a good job of motivating and attracting new talents? The first is to attract talents, the second is to retain talents, and the third is to provide talents with a platform for entrepreneurship and innovation.

2. Incentives within the organization. In the startup and growth stages of the company, the company has relatively good growth potential, and the company’s portfolio is not particularly large, so it is suitable for equity incentives within the company. Nine things need to be done before entering the mechanism:

First, determine the purpose of equity incentives. Feng Lun said that bookstores are full of love textbooks, but the streets are full of unhappy marriage histories; the streets are full of management books, but bankrupt companies are everywhere. Equity incentives are actually the same situation. When people do equity incentives, many times they are originally going to do one thing, but in the end they end up doing something else. Equity incentives are all over the street, but there are split teams everywhere. In fact, the only purpose of equity incentives is to motivate the team, not to divide the team.

Second, determine the distribution subject. What kind of company is suitable for equity incentives? Let's compare two types of companies. The first type of companies, it turns out that these companies in the industrial era, manufacturing companies like Foxconn, are capital-driven and resource-driven companies. They have a relatively strong ability to pay salaries, and they do not need to pay equity as salary. Even if the company issues equity to employees, the imagination space of this equity is very limited, it is difficult to achieve explosive growth, and the growth space is limited. We feel that these companies are not suitable for equity incentives, or its effect is particularly limited. The second type of companies, human-driven companies, are all asset-light enterprises. For example, BAT, a typical company in Internet-related industries, and foreign companies such as Google, Amazon, and Apple, all belong to this type of company. Many of their employees are intellectual workers. Knowledge workers, in these companies, people actually create the most important value. Although money is also very important, its importance is declining compared with people.

When these companies start a business, they will experience a period in which the cash flow is not very good in the early stage. They use stocks as part of their salary to pay employees. Although they have a narrow escape, in the event of success, the imagination of the equity is still relatively large, because These companies are basically growing rapidly.

Third, timing. At what stage is it appropriate for a company to start equity incentives? The equity of startup companies has three characteristics. First, it carries huge investment risks. The second investment return period is very long. Tertiary equity is very illiquid. From an employee's perspective, there are three reasons why he is willing to pay and hold shares in the company: The first is based on his trust in the founder of the company. The second is based on trust in the company's operational data. The third is based on trust in zero investment risk. So basically if a company lets employees invest money and hold company stocks, it will only be based on these three reasons. Therefore, these three basic points are the time points suitable for everyone to implement employee equity incentives. For employees who have worked with you for three to five years and recognize you and follow you, when everyone recognizes you, you can actually let some people participate in shareholding in the early stages. For most companies, it is actually suitable to hold shares for employees only when there is financing valuation outside the company or the cash flow is relatively good. Or it means that your company may indeed need money on the one hand, that is, employee financing, and on the other hand it needs someone to take it seriously and unite a group of people to start a business. This situation... >>

Combined with human resource management theory, explain how to better attract, motivate and retain talents in enterprises?

A good corporate culture is the basis for attracting and retaining people.

Human resource management is only a part of corporate culture. If we focus solely on human resource management, the key points are: First, the company must have a clear strategy.

Human resources planning can only be done on the basis of strategy

Recruitment environment: the four attributes of future organizational members, including expectations, development, experience, and personality, must be consistent.

Conducting reasonable pre-job training and learning is the prerequisite for maximizing work results

Reasonable performance appraisal implements different incentive appraisals for different employees in different positions

< p> Reasonable formulation of the salary and welfare system

Management of employee labor relations, five insurances and one fund

The implementation of good human resources management creates a platform for employees to grow and develop, and the company provides What employees want, employees provide the resources needed for business development. Achieve ***win

Therefore, only by building a good human resources system can we have a good corporate culture.

Corporate culture is the basis for attracting and retaining people!