How to set up the incentive and elimination mechanism of internal trainers in enterprises

Staff turnover can be divided into two types: active turnover and passive turnover. Theoretically speaking, maintaining a certain staff turnover rate is conducive to improving the vitality of enterprises. Here, the active turnover rate means that enterprises eliminate unqualified employees through effective mechanisms. Among many well-known foreign enterprises, quite a few enterprises have implemented the "last elimination system", which has been adopted by some domestic enterprises a few years ago. Such as Haier, Lenovo, Huawei and other well-known enterprises, but whether enterprises should adopt the "bottom elimination system" has been debated in academic circles. The author believes that our focus should not be on the word "elimination", but on the word "bottom". How to eliminate the real "last" employees? Is it measured from the staff's work quality, work attitude, personal morality, communication ability or other aspects? Who will evaluate it? How can we be fair and reasonable? These are all issues that we need to explore. It can be said that it is necessary to establish an elimination mechanism within the enterprise. The key is how to be "effective" and eliminate employees who do not meet the requirements of the enterprise. This is what we should really care about. The mechanism of "survival of the fittest" should also be introduced in enterprises, so as to improve the competitiveness of enterprises.

2 prerequisites for establishing an effective employee elimination mechanism

To establish an effective employee elimination mechanism, an enterprise must have corresponding prerequisites. If the enterprise does not have such conditions, then the "elimination mechanism" is likely to remain in the form, or even counterproductive-eliminating excellent employees and leaving mediocre employees. The author thinks that to establish an effective employee elimination mechanism, the following preconditions must be met:

2.1 Attractive salary and welfare system The establishment of an attractive salary and welfare system is the core factor to attract internal and external talents, and it is also one of the prerequisites for enterprises to implement the elimination mechanism. Chinese enterprises can refer to foreign enterprises to implement the "total compensation strategy", that is, the company divides the salary paid to employees into two categories: "external" and "internal", and "external salary" mainly refers to the quantifiable monetary value provided to employees. That is, the quantifiable monetary value provided to employees, such as short-term incentive pay such as basic salary and bonus, and long-term incentive pay such as stock options and stock options; It also includes "intrinsic salary", which refers to the value of various rewards provided to employees that cannot be expressed in quantitative monetary form. For example, provide employees with various convenient tools (such as computers) to complete their work, training opportunities, promotion opportunities, good working environment, and the company's recognition and gratitude to individuals.

External salary and internal salary have different incentive functions. They are interrelated and complementary to each other, forming a complete salary system. Practice has proved that employees' expectations and needs for the enterprise are comprehensive, including both material needs and high spiritual needs. Therefore, implementing the "comprehensive salary strategy" combining internal and external is a key factor to attract and retain talents, and it is also an important prerequisite for implementing the employee elimination mechanism.

2.2 effective performance management system performance appraisal is a complete system. it is an important way to maintain the vitality of the enterprise and retain outstanding talents, and it is also a key link to establish an effective employee elimination mechanism. To ensure the effectiveness of the "elimination mechanism", performance appraisal must have the following characteristics:

2.2.1 There should be different appraisal systems for senior, middle and low-level employees of enterprises. Top management should pay attention to the overall performance of the company, middle management should focus on the performance assessment of the department, and low management should focus on the assessment of the work itself.

2.2.2 generally, the assessment procedure is from top to bottom and level by level, and 36-degree assessment is not suitable.

2.2.3 The assessment plan should be operable, and should be evaluated with objective and measurable standards as far as possible, so as to avoid subjective assumptions and personal feelings. .

2.2.4 The assessment should be transparent, and it is not allowed to operate in a black box or even create mystery and tension.

2.2.5 in the whole assessment process, the appraiser and the appraisee should fully conduct performance interviews, and the assessment results should be fed back to the appraisee in time, affirming the achievements, pointing out the shortcomings, and proposing the direction that should be worked hard and improved in the future. If you find problems or have different opinions, you should communicate in the first time.

2.2.6 performance appraisal is to promote the development of individuals and teams through restraint and competition mechanisms. therefore, both the appraiser and the examinee should take improving work performance through performance management as the primary goal. Any practice of attacking, suppressing, retaliating against others and small collectivism by means of assessment should be punished by the system.

2.3 a sound talent evaluation system enterprise managers should be aware that the performance differences among employees are not only related to their own efforts, but also to the work system itself. When determining the eliminated employees, enterprises should not only evaluate their current work performance, but also evaluate and inspect their abilities through the talent evaluation system, further confirm the specific reasons that lead to poor work performance of employees, and take different measures according to the evaluation situation.

2.4 "open and fair" corporate culture atmosphere "open and fair" corporate culture atmosphere is the cornerstone for enterprises to implement the employee elimination mechanism. Corporate culture is formed by continuous precipitation in the process of business operation. It is not a slogan advocated by the company, but the common values of most employees, especially middle and senior managers. Enterprises preparing to adopt the employee elimination system must consider whether they have an "open and fair" culture. If they do not have this foundation, I am afraid that the elimination system will become a mere formality and even have many negative effects.

3 Establishment of employee elimination mechanism

3.1 The elimination of new employees during the probation period usually has a probation period. The author advocates adopting a high elimination rate to screen employees. The elimination rate should be determined according to the characteristics of enterprises. Generally speaking, enterprises with high attraction to talents should set a higher elimination rate; Companies that are less attractive to talents can consider reducing the elimination rate of new employees. If we set a 3% elimination rate, then if the company wants to recruit 7 positions, then the human resources department should consider introducing 1 new employees. When the probation period expires, first of all, the direct supervisor of the new employee should make a job evaluation of the employee. If some positions are easy to assess, we can consider whether the new employee will stay or not based on the performance during the probation period and the opinions of the boss. If it is highly technical, it can be assessed through both technical theory and operation, and then the human resources department will decide whether to stay or not after synthesizing the opinions of the boss. After the screening of this high elimination method, the company can keep the employees who are suitable for the corporate culture and have good ability in the enterprise.

3.2 when determining the target of elimination, the enterprise that eliminated the on-the-job employee should not only evaluate his current work performance, but also further confirm the future potential of the employee through the investigation of the employee's ability, and gradually establish the company's own talent matrix according to the employee's performance and future development ability. The performance differences between people are not only related to their own efforts, but also related to the working system itself. For those employees with very good performance, enterprises can provide them with greater stage and opportunities through promotion to help them achieve greater performance. For those employees with poor performance, managers should carefully analyze the reasons for their poor performance. If the quality and ability of employees do not match the existing job qualifications, you can consider job rotation, demotion, etc. If employees have a positive working attitude and are interested in their existing jobs, enterprises can consider the way of training, but first of all, they should turn employees into probationers, with their wages and treatment reduced accordingly, and train employees for their weak skills at work to improve their working ability, and then consider taking up their posts after a period of time; If employees are not working hard or slacking off, they can be eliminated.

4 The negative effect of unqualified employees in the enterprise is relatively large. Generally speaking, they will spread their complaints and bad working attitudes within the enterprise, which will affect colleagues around them. Therefore, it is very necessary for the enterprise to establish a set of employee elimination mechanism. However, it is necessary to choose a more suitable way to eliminate employees according to the characteristics of the enterprise, and it is a scientific method to screen out unqualified employees by establishing internal management systems such as talent evaluation and performance appraisal.

[2] Liu Yu. Applicability of the last elimination system in performance appraisal. China Human Resources Development .1, 23.