How to solve the problem of high turnover rate of new employees?

This can usually be solved by improving the organization's socialization capabilities:

(1) Socialization is expected to occur before a person joins the enterprise. Through expectation socialization, a person develops expectations about the company, position, working conditions, and interpersonal relationships. These expectations are formed between job seekers and company recruiters during the application process. Enterprises should provide potential employees with more realistic job information, including remuneration, working environment, conditions, etc., to ensure that employees form appropriate expectations. In short, enterprises should provide potential employees with adequate realistic job previews. For Company A, it is necessary to provide sufficient job information to potential employees when recruiting.

(2) New employees regard their direct superiors as an important source of information about the position and the company. It can be said that the nature of the relationship formed between new employees and their superior managers and their Quality greatly affects the retention of new employees. This requires new employees' direct leaders to improve their interpersonal skills and give new employees more care. To a large extent, new employees' perception of their direct superiors is their perception of the company. For Company A, the head of the department needs to receive training on how to be a good manager and change his leadership style through learning.

When the employee turnover rate is high, the company should find out the crux of the problem as soon as possible: Is there something wrong with the recruitment process, so that the right employees are not found? Or is the supervisor’s management style causing employee dissatisfaction? Explore the real reasons behind common reasons for leaving jobs such as "health issues, family factors" and more.

When an employee submits his resignation, how much does the company need to pay? In addition to the costs of re-recruiting and training employees to become familiar with the company's operations, if we also calculate the intangible losses (for example, employees coming and going If an employee leaves, the company will have to pay a price that may be much greater than the company imagines.

To reduce this loss of talent and money, companies should have strategies to reduce employee turnover. Three American professors specializing in human resources issues recently pointed out in the Academy of Management Executive that companies can follow the following four steps when formulating relevant strategies:

Understand the reasons

Understanding the cause is the first step to solving the problem. When a company's employee turnover rate is high, the first thing the company should do is to systematically collect relevant information to understand the main reasons why the company cannot retain employees. Companies can collect data through employee exit interviews and questionnaire surveys of departing or existing employees. There are four types of information that companies generally need to collect:

1. Which types of employees have resigned and the reasons for their resignation;

2. The company's policies related to employee retention and retention ;

3. The average turnover of employees in the industry;

4. Employees who remain in the company, and their reasons for staying in the company.

Pay attention to understanding existing employees

Many companies focus on collecting information on resigned employees, hoping to improve their shortcomings. In fact, understanding why employees choose to stay at the company can be equally helpful to the company by leveraging the company's existing strengths. So don’t neglect gathering information from your current employees.

Exit interviews have little effect

The survey shows that 88% of companies rely on employee exit interviews to understand the reasons why employees leave. However, many studies have pointed out that employee exit interviews are not effective because even if the company is sincere and wants to understand carefully, departing employees usually avoid telling the real reasons for leaving. Employees are already leaving the company and talking about their dissatisfaction with the company will do them more harm than good. Many people will find random reasons (for example, family or health reasons) to make the resignation process easier, so the data collected in employee exit interviews is often inaccurate.

To avoid this situation, the company can entrust a business management consulting company to conduct follow-up investigations on employees after they have resigned for a period of time. The reason why the data collected in this way is more accurate is that resigned employees are more likely to honestly tell a neutral third party the reasons for leaving.

Supplementary external peer information

In addition to internal information, the company should also collect additional supplementary information from the outside world.

For example, relevant research on the reasons for employee turnover, actual practices of retaining employees in the industry, etc., comparing the situation of the company with other companies, in order to have a clearer understanding of the company's situation and help the company get to the core of the problem better.

Defining the problem

After having sufficient and correct information, the company needs to organize and interpret the information and define the problems facing the company. For example, the company found that the employee turnover rate in a certain department was particularly high. The possible reason was that the supervisor of the department gave employees insufficient autonomy and flexibility, causing employees to be dissatisfied with their jobs. Another example is that the company's recruitment process is poor and cannot effectively screen out candidates who are not suitable for the company or who like to change jobs, so that employees cannot stay with the company for a long time. The lower the employee turnover rate is not, the better

Many companies mistakenly believe that the lower the employee turnover rate, the better. In fact, it's only good for a company if employees who perform well stay. When employees with poor performance leave, it is actually a positive thing for the company. When companies analyze employee turnover issues, they should classify employees according to their work performance. What is important is not the number, but the impact on the company.

Partial resignation is unavoidable

Companies must also understand that some employee resignations are unavoidable and are not the company's problem. For example, an employee can no longer continue working due to personal reasons. Some employee departures are even good for the company, for example, the company can bring in new employees. Companies must see what the numbers really mean and decide what level of employee turnover they can accept.

Find a solution

After identifying the problem, the company then needs to find a solution to each problem.

Good intentions may lead to bad things

Training and Development (T+D) magazine recently reported a specific example. Sweden's Skandia Financial Group is the tenth largest insurance company in the world. The company attaches great importance to the training and development of its employees, including having an in-house corporate university and subsidizing employees' tuition for further education. These practices should be a major advantage for companies to retain talents, but unexpectedly, they have become an accomplice to employee resignations. Many resigned employees said that in order to achieve the company's goal of continuous self-enrichment, they had to sacrifice their personal lives and continue to study while working. The pressure made them feel overwhelmed and they had to choose to leave in the long run.

The company's good intentions had the opposite effect. Later, the company set up a new employee benefit to balance employees' work, further study and private life. The company sets up a savings account for each employee. Employees can allocate part of their salary and deposit it into the account. When employees deposit money into the account, the company will also deposit the same amount.

If employees feel too stressed or have other needs, they can take a period of leave but still receive full pay. During the employee's time off, the company will withdraw money from his savings account and outsource or hire temporary employees to temporarily take over the employee's duties. In this way, the problem of employee turnover is reduced.

Research shows that the turnover rates of male and female employees are similar, but the reasons for leaving are very different. For example, female employees are more likely than male employees to leave their jobs due to family reasons, poor promotion opportunities, sexual harassment in the office and other factors. Additionally, research shows that employees who perform poorly at work are the most likely to leave their jobs. Employees with mediocre job performance are the least likely to leave. One of the main reasons why employees with poor performance want to change jobs is that their job performance evaluation is poor, they receive a smaller salary increase than their colleagues, and they also have fewer opportunities for promotion and development. few.

Develop a strategy

Finally, the company needs to develop relevant strategies. First, decide on a strategic goal, such as reducing the overall turnover rate in the company's marketing department by 4% within five years. Strategic goals can be company-wide or specific to a department. The so-called success strategy is to retain the employees that the company wants to retain.

The second step is to decide on the actual approach. There are usually more than one reasons why employees decide to leave or stay, and the main reasons that affect employees' resignation or retention are not necessarily the same reasons. For example, an employee considers leaving because of a high-paying poacher from another company, but later the employee decides to stay, not because the company increased his salary, but because he likes his colleagues in the company.

It is easier to retain people than to "poach" them

Research shows that if the conditions of the existing job and other job opportunities are similar, the average person will tend to stay in the original company and choose to stay in Familiar surroundings rather than experiencing change.

Therefore, companies that want to retain employees have a greater advantage than other companies that want to poach employees. What the company needs to do is to add value to work so that among the many reasons why employees weigh whether to stay or leave, the overall suction force can be greater than the push force. Only in this way can the company successfully retain employees.

Reference: Baidu Encyclopedia: Turnover Rate