How do enterprises retain key talents?

Lead: There are three main reasons for modern enterprises to attract outstanding talents to join: first, the development of the industry to which the enterprise belongs; First =, whether the enterprise has a sound mechanism; Third, the personal charm of corporate culture and management. How to retain employees? Especially those excellent employees, they need to rely on Qi Xin of all management to keep and attract talents. Ningbo Liaoyuan Industrial Co., Ltd. has introduced a large number of talents in recent years, and has its own unique methods on how to strengthen employee management and retain outstanding talents.

How to retain key talents is the core for enterprises, and how to retain employees, especially excellent employees, is different. Ningbo Liaoyuan Industrial Co., Ltd. is the largest modern enterprise group producing road lighting lamps and special steel poles in China, involving lighting, power transmission and distribution, communication, new energy, finance, real estate and other fields. At present, the company's total assets are1500 million yuan, and it has more than 700 employees/kloc-0, including more than 500 with college education. According to statistics, since 2005, the company's employee turnover rate is below 2.3%. Facing the rapid development of enterprises and the increasingly competitive market, how does Liaoyuan Company retain the hearts of its employees?

First, what is employee loyalty?

Enterprise employee loyalty refers to employees' behavioral orientation and psychological attribution to the enterprise, that is, the degree of employees' dedication to the enterprise they serve. The relationship between enterprises and employees is interdependent and complementary. Talented employees need to find the space and stage for development, which enterprises provide, and the development of enterprises needs high-quality employees to serve them.

Second, the reasons for employee selection and elimination of enterprises

There are ten main factors for employees to choose enterprises: first. Training and development opportunities; Second, the company's reputation and status; Third, corporate culture; Fourth, competitive salary; Fifth, is the work flexible? Sixth, the stability of work: seventh. The nature of the company; Eighth, the charm of leaders; Ninth, good interpersonal relationship; Tenth, the company's special policies.

Ten factors for employees to eliminate enterprises: first, learn to charge; First, get better development opportunities; Third, individual entrepreneurship; Fourth, family reasons; Fifth, headhunters dig corners; Sixth, the work pressure is too great; Seventh, the company's treatment is too low; Eighth, the relationship between superiors and subordinates is not handled well; Ninth, the profession is not right; Tenth, promotion is capped.

Third, the way for enterprises to retain people.

With the rapid development of enterprises, how to retain key talents has become a common concern of all managers. There are four main ways for enterprises to retain people: interests, feelings, career and management.

1. Combine the enterprise's future development vision with personal goals and keep people in the enterprise.

In order to achieve the goal of keeping people in the enterprise, leaders need to formulate a clear development goal and vision for the enterprise. Make a feasible development plan. At the same time, enterprises plan the career of employees, especially key talents, and integrate their personal development and pursuit goals into the development plan of enterprises, so that people have clear goals and feelings in enterprises? Valuable, promising and rewarding? Willing to work in the enterprise for a long time. If you can't make talents understand the relationship between their future development and the realization of the long-term goals of the enterprise, and their role in achieving the goals, you can't play an incentive role.

2. Combine fairness with integrity and retain people with competitive salary.

The survey shows that salary is still the most powerful weapon to attract and retain talents. Generally speaking, providing competitive salary will bring higher satisfaction, followed by lower turnover rate. When determining the salary, we should not only consider external fairness, but also internal fairness, self-fairness and other factors, so that people who make the same contribution within the enterprise can get the same salary. Meanwhile. We should also be honest when determining the remuneration package. Some enterprises often make high or even unattainable promises when seeking talents to join, but after talents come in, the original promises cannot be fulfilled on time and in quantity. Therefore, business leaders should be honest, less committed and more fulfilled, treat the remuneration of talents with a developmental thinking and a long-term vision, and let them show their talents and potential with a relaxed attitude.

3. Discover talents, give full play to talents, eliminate mediocre talents and realize the retention mechanism.

Business leaders also use various means to tap the talent potential and implement it? Discovery management? And then what? Play management? . Discover all kinds with your heart? Is there any specialization in the industry? what's up Maxima? And give training and support, because only? Bole? Pai, did you just have it? Maxima? Crowd. At the same time, it plays the role of a swift horse, focusing on use. So-called? A strong car can plant loads, crossing a river is not as good as a boat, a good horse can take risks, and farming is not as good as cattle? Everyone has his own specialty. Some are good at management, some are proficient in technology, some are good at communication and some are diligent in thinking. Leaders need to provide them with different stages and roles. Of course, for the mediocre people who just fill in the blanks, it is necessary to establish a mechanism to eliminate excess, because without comparison, there will be no discrimination; Without competition, there will be no progress. If the good and the bad are mixed for a long time, it is impossible to retain outstanding talents in the end.

4. Take the road of combining humanism with humanism.

Retain people with innovative thinking. We should innovate in the selection, use and retention of talents, learn from others, and be good at implementing advanced foreign ideas? Nazism? . Enterprises should fully embody the system when formulating and implementing the system? Fair, open, just, transparent and reasonable? We should try our best to let family members and middle and senior managers take the lead in these aspects and formulate a reasonable salary system and related benefits. These innovative systems inspire employees' loyalty, wisdom and potential. What brings to the enterprise is vitality and cohesion.

5. Create a trusting and borderless working atmosphere and retain talents with a communicative corporate culture.

If you really want to keep talent. Enterprises must create a cultural atmosphere of trust and communication, arrange different time reasonably, and let the company's top leaders and managers at all levels truly trust, fully communicate and reach a tacit understanding, so as to maintain the vitality and efficiency of the organization. When necessary, let the new talents or highly educated (high-quality) members arrange reasonable time to attend relevant seminars within the company and communicate with new employees. Introduce corporate culture, corporate background and other information to new employees. At the same time, have a very systematic dialogue with subordinates at least once a year. This borderless cultural atmosphere and smooth communication channels provide for every employee? Talk, participate? Opportunity. When leaders and employees have the same goal and communicate smoothly, it will inevitably produce the cohesion and appeal of the enterprise and the sense of belonging and identity of the employees, which will eventually be realized? Keep people's attention? .

Fourth, how does Liaoyuan Company retain the hearts of employees?

1. Strengthen the training and management of human resources and improve the performance appraisal mechanism.

The company attaches great importance to the training of employees and the optimization of management team structure, and has organized? How to do a good job in quality-centered management? Quality/environment/occupational health and safety management system? . The actual management of the president? The president actually implemented it? How to be an excellent employee? Cultivate prairie fire culture and improve enterprise execution? Do a good job in team leadership and team building? President management forum? English salon? After nearly 1000 times of training, each subsidiary organized team leaders, welders and crane drivers for business training many times. The company has also sent hundreds of people to participate in the closed training of Jianfeng Management School, which has improved the comprehensive quality of management cadres and operators. Still actively developing? Mentoring? Student exchange training? School-enterprise cooperation? And other activities, nearly 200 pairs of apprentices formed an apprentice team, 100 apprentices passed the technical level assessment and became the main operators. The company has formed a cooperative alliance with six technical schools including Anhui, Jiangxi, Shaanxi and Jilin. Through these activities, the company will improve the skills of skilled workers, cultivate technical backbones and create learning and innovative enterprises.

Establish a three-level assessment mechanism for subsidiaries, subsidiaries to departments and departments to employees, standardize various management systems, improve the result-oriented performance appraisal scheme, and reward the excellent and punish the poor with results. Implement the last elimination system based on performance appraisal. Stimulate the enthusiasm and initiative of employees with the measures of survival of the fittest, and implement the system of avoidance of cadres' families and relatives to ensure the operation of a fair and just mechanism.

2. Accelerate the introduction and training of talents and gradually build a talent echelon.

In order to meet the needs of development, the Group has continuously introduced management and technical talents. And formulated a subsidy policy for the introduction of professional and technical talents to provide them with generous welfare benefits; The policy of employee skill allowance and seniority allowance was implemented, which improved the cohesion and centripetal force of the enterprise. A series listed the company's extensive absorption and attention to talents, which won the support of the government and was confirmed as? Ningbo University Graduates Employment Training Base? . Since 2007. The company has introduced more than 200 people with all kinds of junior college or above, and these people have been placed in production, design, sales and management positions after training. More than 30 new college students took up leadership positions above the middle level and gradually established a talent echelon.

3. Build a prairie fire culture in an all-round way. Enhance enterprise cohesion.

Corporate culture is the soul of prairie fire development. In 2008, the group company established the core concept of prairie fire corporate culture, and defined its vision, mission, purpose, values and ideas. Every employee is required to keep in mind and integrate into the hearts of the people. Organize morning exercises and cultivate employees' execution inertia. Team style exhibition competition? 、? Table tennis match? 、? Karaoke competition? The exchange meeting for college students in the two places, the organization of one-day tours for team leaders and champions to Hangzhou Bay Bridge, Jiaxing and Shanghai, the organization of party member to participate in activities in memory of martyrs, and the organization of many excellent employees to travel to Xiamen, Yunnan and Qingdao have been promulgated and implemented? Improve employee benefits? Post skill allowance, skill seniority allowance and other related policies.

In 2009, the company also set up100000 yuan? Fire education charity fund? , to donate money to employees whose children are admitted to college and whose families have changed. In order to support education in poor mountainous areas. The company donated 2 million yuan to Nanchuan District, Chongqing.

In order to retain key talents, enterprises must emancipate their minds, update their concepts and establish a scientific view of talents; We should strengthen our own construction and strive to create a good working environment; We must establish a perfect incentive mechanism to improve the material and spiritual treatment of core talents; We must implement strategic talent management and make long-term talent development plans to meet the needs of talent development; It is necessary to cultivate excellent corporate culture and create a corporate culture atmosphere that is tied to people.