Problems that enterprises should pay attention to in the process of "retaining people"

With the rapid development of market economy, the strength competition among enterprises is becoming increasingly fierce, especially the competition for talents. The competition between enterprises is actually the competition for talents, and the talent war between enterprises is rolling in. Talent job-hopping, dismissal, high-paying recruitment and high treatment have also become hot topics of social concern.

How to retain talents is a very important management topic for enterprises. There are many factors that lead to the brain drain of enterprises, both the temptation of external environment and the influence of internal environment. Some enterprises may use good methods artistically and use talents appropriately, which will better promote the benign development of enterprises. However, more and more enterprises often bring unfavorable factors to the development of enterprises because they do not handle the talent management well.

As an enterprise that expects long-term sustained, healthy and stable development, how to deal with talent management?

First, the retention (inflow) of good talents.

Recruiting talents is essentially the first barrier for the flow of talents from outside the enterprise to enter the enterprise. Whether this pass is handled well, that is, whether the right talents can be retained, is not only related to the retained people themselves, but also affects whether other people can retain them. Enterprises should pay special attention to the following four factors when recruiting talents:

1. Positioning should be accurate. First-class enterprises need first-class talents as well as second-class and third-class talents at different levels. When recruiting, the positioning should be moderate, and it is not appropriate to position the talent requirements from the actual situation of the enterprise. This kind of enterprise is actually the actual strength and management level of the enterprise on the one hand, and the development potential of the enterprise on the other.

2. Synchronization. The potential and development space of talents are closely related to their understanding and learning ability, and people are different. When recruiting talents, we should consider whether the potential of talents and personal development space can keep up with the development of enterprises. Only those who can keep up with the development of enterprises can stay for a long time. Individuals who are too ahead of enterprises or backward enterprises will leave hidden dangers that talents cannot stay for a long time.

3. Enterprises should have the concept of "accurate retention rate" of talents, and attach importance to and improve the "accurate retention rate" of probationary talents. If all the recruited talents are not retained during the probation period or at the expiration of the probation period, those who are retained leave early before reaching the expected service period, or those who are not most suitable for enterprise development and job requirements are retained, then the "accurate retention rate" of this recruitment work is very low, and it is difficult to say that this recruitment is successful.

4. Recruitment should have the concept of cost \ effect. Every talent recruitment work includes not only the input of manpower, material resources and financial resources, but also the input of intangible assets of enterprises. If a recruitment fails to recruit suitable talents, the investment is only transactional; If the recruiter leaves after a short period of time, the efforts will be doubled at this time, which may also lead to a greater loss of corporate secrets.

Second, establish a new concept of retaining people.

1. Human capital is more important than financial capital. Financial capital can only be increased by human capital, and human capital can be transformed into financial capital. With the advent of the era of knowledge economy, the contribution rate of talents to enterprises is increasing, and talents have become the fiercest capital competition among enterprises. In today's world, ability, intelligence and wisdom are emphasized, and talents are the best source of power for enterprise development.

It is more important to use good people than to choose good people. There is Bole on the left and Zaofu on the right. The former can choose horses, while the latter can choose people. Some enterprises always think that "foreign monks can recite scriptures", but they don't pay attention to giving full play to the enthusiasm and initiative of employees and discovering outstanding talents around them. This practice will seriously dampen the enthusiasm and initiative of their employees and waste a lot of time and financial resources. Only by putting the right person in the right position can every employee of the enterprise give full play to his talents. For those who are particularly capable, we should give them a broad space and stage, so that outstanding talents will not be lost because they don't feel that they have exerted their talents.

3. Material motivation is as important as spiritual motivation. In today's human nature, we can't ignore the characteristics of "people with interests". The essence of market economy exchange is interest exchange. In Taylor's scientific management era, the understanding of people is: people's motivation is economic incentives, the purpose is to obtain the greatest economic benefits; Economic incentives are under the control of organizations, so people often work passively under the control, incentive and domination of organizations; People always act in a rational and cautious way, trying to get the most satisfactory return with the least investment; People's emotions are irrational, which will interfere with people's reasonable pursuit of economic interests. Organizations must try to control personal emotions. According to this concept, enterprises must implement strict external supervision on employees and strengthen their enthusiasm with material incentives. Of course, the superiority of giving priority to spiritual encouragement is not ruled out. Modern sociology holds that people's needs are layered: the first layer is "survival", the second layer is "communication" and the third layer is "development". By analyzing the three ways of retaining people-high salary, family and career, we find that if we ignore "survival", that is, salary, any "career" is a castle in the air. But ignoring feelings and career, it is also very difficult to keep people, because people have careers to pursue after all.

Third, establish the enterprise's retention environment.

1. Let people continue to do business. The direction of talent flow is generally the place where people's potential can be fully exerted, and the more talents flow there. The enterprise has a bright future and a gratifying career, and everyone is willing to stay. Real talents pay attention to their own growth and development space. Retaining talents, making people useful, depends on career to retain talents. Career has great cohesion to talents, and talented people will regard career as their first pursuit, so people who want to do things should do things, and those who can do things can do great things. High salary can keep temporary talents, but career can keep long-term talents. How to create a good "professional" environment is a problem that enterprises should seriously consider.

2. Corporate culture retains people. Cultural power is competitiveness, cultural power is the combination of cohesion, environmental power and quality power, which can form an environment that binds people's hearts. Enterprises should have their own corporate culture, and corporate culture itself should give people unlimited imagination space, and at the same time have the opportunity to realize imagination. While serving the enterprise, talents will pay attention to the pursuit of self-development and self-improvement, so that they have the opportunity to be recreated and appreciated within the enterprise. If an enterprise has no culture or blindly pursues profits and ignores the spiritual needs of employees, it is to give talents a raise, which can only be used to retain talents for a while but not for a lifetime.

3. Career management to retain talents. To make everyone have a suitable position, we must have comprehensive training, systematic learning and overall care, give him goals, give him promotion, give him opportunities and give him the road to success. Achieving a career for talented people is the best way to retain talents. For a person, a sense of professional accomplishment may sometimes be more important than life. Therefore, to give a person a career is to give him a ladder to success, and most people will stay at this time with peace of mind. This is why the brain drain rate of P&G and Microsoft is less than 5%.

Fourth, provide a "platform" for retaining people.

1. A platform for fair competition. The internal environment of an enterprise should be fair to every entrepreneur. Our talent market is not highly market-oriented, and we only conduct open competition and selection within enterprises, while personnel evaluation and post evaluation are still relatively backward. Compared with foreign advanced enterprises, one of our gaps is the lack of a fair competition environment, so it is very important to create a fair competition environment for the growth of talents. In some enterprises, people's dissatisfaction is often the imbalance of cognition, not the difference of ability, so it will eventually lead to the brain drain; Those who stay are not balanced, just like scales. Without one side, the other side will still feel unbalanced.

2. The ability of business leaders is the key to provide a platform. In order to retain outstanding talents, the ability of enterprise leaders is very important. Retaining people depends on the environment and more on good leaders. If leaders can make good use of ergonomics, they can naturally retain good talents. First of all, leaders should have personality charm, form unity and integrate into teamwork, so as to form the cohesion of enterprises and let employees really form a team psychologically. Secondly, leaders should activate the development potential and personal potential of each employee, so that innovation can be revealed. Third, leaders should cultivate themselves to help others, and help others to retain people. It is necessary to understand each employee and adopt different countermeasures to solve their specific difficulties and problems according to different situations. For those who are angular, individual and distinctive, we should give full play to our strengths; For those who are brave, resourceful and have special skills, we should respect each other and be kind to each other; Be careful with people who are selfish.

Five, all-round, full retention of talent

Enterprise talent is a group concept, not just an individual. Retaining talents does not mean retaining a certain talent, but it is called retaining talents. Retaining talents should be studied and implemented in an all-round and whole process, which is conducive to the development of enterprises, the improvement of the quality of all employees and the utilization rate of human resources, and the improvement of enterprise management and production efficiency. This needs to start from the following aspects:

1. Pay attention to the convergence of consciousness. When talents enter the enterprise, first of all, the ideological flow of floating talents should be integrated with the culture of the enterprise and the thoughts of employees as soon as possible, so as to prevent the countercurrent phenomenon between the ideological flow of talents and the overall ideological flow of employees from bringing vortex and resistance to the development of the enterprise.

2. Strengthen internal communication, and enhance the coordination among employees. Talents are interested in enterprises or business owners and come here. Perhaps business owners also recognize and need them, but it is not necessarily that these people can live in harmony. The enterprise environment is composed of many factors, among which the coordination among employees is a more important factor, and this coordination is often not limited to the coordination at work, but also factors outside work, such as personal personality, living habits, personal beliefs, circle of friends and so on. , will also affect the communication and coordination in the work. 3. Static and isolated ideas and methods are difficult to retain talents, and dynamic and comprehensive ideas and methods are needed to retain talents. Talents come from society, and talents first come from society and then from enterprises; Enterprises are open, the talents of enterprises are the same as the society, and they will be influenced by society at all times. Moreover, the society is changing, the environment of enterprises is changing, and the talents are also changing. If enterprises do not adopt different methods for people, and only use a static, isolated and closed idea and method to manage talents who are always in a dynamic social range, it is not difficult to imagine that the effect will be counterproductive and talents will not be retained. Retaining talents is not something that business owners and human resources departments can do alone, but it is influenced by many people and things in society and enterprises.

4. Rational employment is the best way to retain talents. In the use of talents, we should always pay attention to the psychological analysis of talent groups or individuals, and on the basis of mastering the mentality of employees, adjust their roles by using appropriate methods to achieve people-oriented; At the same time, it is necessary to combine the development of enterprises, the demand for posts with the quality and skills of enterprise talent groups and individuals, so as to know people and be good at their duties; In application, we should also pay attention to the incentive and promotion of performance appraisal to employees. Good incentives can also stimulate talents to realize their personal values in enterprises and posts, thus playing a role in retaining people.

Sixth, correctly treat the relationship between talent flow and retention.

1. A good talent flow mechanism in an enterprise is one of the important signs of a high level of talent management. The market, competitors, enterprises themselves and enterprise talents are constantly changing. As an enterprise, we should establish a good talent flow mechanism according to changes, guide talents to change in a direction conducive to the development of enterprises, and guide the orderly, meaningful and effective flow of talents. Enterprises with high management level include and reflect the management of talents in place; At the same time, enterprises with well-managed talents can attract and retain talents more effectively.

2. An enterprise with little or no talent and social mobility is a hopeless enterprise; Enterprises with poor traffic quality should not flow out frequently, and those that should not be firmly retained are even more hopeless. Talent flow is desirable, but it should be implemented in a planned way according to the development needs of enterprises, the strength of allocating social human resources and the ability to balance the flow of talents between enterprises and society. On the one hand, we should guide the most needed suitable talents to flow into the enterprise to the maximum extent. On the other hand, with the natural development of the enterprise, some people who can't adapt to and keep up with the development of the enterprise should be able to be naturally separated from the enterprise and employed. Through post competition mechanism and appropriate pressure, the enterprising spirit of employees and talents will be enhanced, and the overall comprehensive quality of employees in enterprises will be maintained and steadily improved. An enterprise that can't better control the flow of talents to enterprise development is an enterprise that lacks strength and management level, and it is naturally difficult to retain suitable talents.

3. The flow of talents within enterprises should also be optimized. The positions and positions of talents should be changed in a benign way under the influence of scientific competition mechanism within enterprises. Enterprises should comprehensively analyze, evaluate and adjust the practical ability, specialty, performance and other comprehensive factors of talents, and implement optimized flow. The optimized flow mechanism within the enterprise is conducive to retaining talents.

4. Make good use of the reasonable suggestions of resigned employees and turn the handling of resigned employees into another channel to retain talents, promote enterprises and recruit talents. There are many motives for a talent to leave the enterprise actively or passively. Many of them still have feelings for the enterprise and are willing to continue to do something meaningful for the development of the enterprise after leaving the enterprise. There are more talents who have a lot of good suggestions when they leave the enterprise, which may be inconvenient to mention when they join or work.

5. Correctly understand the relationship between "talent flow" and "brain drain", and prevent the "talent flow" that is beneficial to enterprises from being misunderstood as "brain drain" that is harmful to enterprises. The flow of talents is beneficial to the development of enterprises, which many business operators have realized, but they often hear many business operators say that "there are many talents, and they are not afraid to leave." If I keep one, I can recruit one or two more. The "flow" and "brain drain" of talents are confused. If the talents needed by an enterprise flow out of the enterprise, and the reputation, development and practical work of the enterprise are negatively affected or impacted because there is no suitable counterpart to supplement them in time, then the flow of talents becomes a loss. It is true that "there are a lot of talents", but it is not easy to recruit and train a suitable talent. This requires or has already paid a certain price to the enterprise, and can the newly recruited people stay? It is not difficult to imagine that business operators with this incorrect concept may recruit or retain some talents for a period of time, but there is a great possibility that they will not be able to retain talents for a long time. However, brain drain is often independent of the will of enterprises. It is not terrible for an enterprise to experience individual or even partial brain drain as long as it does not affect the overall situation of the enterprise. What I am afraid of is not taking a warning and not learning lessons seriously.

In short, as long as enterprises constantly improve talent management, keep pace with the times in the concept, method and system of retaining people, constantly change and adjust, retain the "star" of enterprises and retain key employees, we can prevent the brain drain of enterprises and effectively retain talents in the effective flow.

I hope the above answers are helpful to you!