The so-called employee turnover refers to the voluntary outflow of employees that the organization does not want. This kind of outflow is passive for enterprises, and the unexpected outflow of employees often brings special losses to enterprises. Resignation is the right of employees, but because it is harmful to enterprises, enterprises should generally try their best to control and retain them, at least to avoid this phenomenon from happening frequently. According to the subordinate relationship between employees and enterprises, a kind of resignation is a process in which employees and enterprises are completely separated from the wage relationship or any contractual relationship recognized by law, such as resignation and automatic resignation. Another kind of brain drain refers to the behavior process that employees leave the enterprise objectively although they have not ended their contractual relationship with the enterprise, such as active on-the-job unemployment. Among them, the first two are common in Yu Xiang companies, which not only increases the work measurement of human resources department, but also increases the management difficulty of production department, which is not conducive to effective quality control and skilled accumulation of production technology, thus affecting the production efficiency of the company. Employee turnover is endangering the survival and development of the company from all aspects, which should be paid enough attention to in the future work.
Generally speaking, employee turnover has the following three characteristics: group, timeliness and profitability.
1. Large-scale staff turnover often occurs in the following groups: emerging industries with large demand, people with active thinking, mismatched majors, dissatisfaction with enterprises, elites in enterprise management, people who are not clear about their future careers, people who think they have been treated unfairly and have bad interpersonal relationships. However, some employees' dissatisfaction with the status quo and their unease about finding a new home have aggravated the loss of employees' initiative.
2. The time for employees to change regularly is regular. Generally speaking, employee turnover is most likely to occur after salary settlement and bonus payment, after the Spring Festival, after the improvement of academic level, professional title or personal working capital. This is especially true near the end of the year. The idea that employees are one of the most valuable resources of enterprises should be implemented, and empty slogans have no practical significance. We can consider using part of the bonus balance at the beginning of the year to pay for work to solve this problem.
3. Profit-seeking employee flow always tends to personal interests and personal goals. These employees can be divided into the pursuit of material, the pursuit of the environment and the pursuit of stability. The vast number of migrant workers working in cities have clear goals and obvious pursuit of material benefits. These people can also work hard and work overtime voluntarily, which is convenient for management. Such people can stay as long as they provide relatively competitive salary. For employees with certain academic qualifications or professional skills, it is an important personal goal to pursue a good working environment, a harmonious working atmosphere and predictable career prospects. Such employees are often active in thinking and dare to innovate. Although there may be some problems in being pragmatic and willing to work, as long as it can be unified in a recognized corporate culture with strong appeal, it can exert great energy.
The reason for employee turnover is that the most suitable talents are not hired or the selected talents have poor professional ethics (or moral character), which is also one of the reasons why employees leave the enterprise in the future. The company has not set up a special human resources department, which is temporarily managed by the administrative department. However, with the development of the company and the increase of manpower demand, especially the demand for suitable high-quality talents, a professional material selection department is particularly important. Professional material selection departments can not only provide sustainable human resources for the company's development, but also shut out candidates who are not suitable for the company's corporate culture at the beginning, thus avoiding the risk of employing people and reducing employee turnover.
4. Do not pay attention to the development and training of employees. A self-motivated employee, while working hard, often examines the development prospects of his work. If the enterprise can't provide good development prospects for employees, employees will consider making new choices. At the beginning of their business, many enterprises can't compare with their competitors in salary and working environment, but they can attract and retain a group of loyal employees by relying on the beautiful blueprint outlined by the company's responsible person. Before the successful development of 08 switch, Huawei was on the verge of bankruptcy. During the start-up period, Huawei people lived and worked together, from the sanitation cleaner to the president. It is Ren's spirit of hard work, unity and hard work that made Huawei people willing to believe in the so-called tomorrow. Enterprise training is another sharp weapon to improve the combat effectiveness of enterprises. The annual expenses invested by Fortune 500 companies account for a large proportion of the company's income without exception. Nowadays, in the final analysis, business competition is the competition of outstanding talents, and the gain and loss of a key talent may directly lead to the rise and fall of enterprises. The continuous training of enterprise employees will inevitably provide a strong impetus for the development of enterprises. On the one hand, enterprise training improves the professional skills of employees, on the other hand, it also enhances the cohesion of enterprises.
The cost of employee turnover
First, the direct cost of employee turnover:
1. Recruitment expenses mainly include: recruitment preparation, resume screening, interview expenses, recruitment preparation expenses and recruitment procedures.
2. Training expenses mainly include: pre-job training preparation, training materials and training management expenses.
3. The cost of filling vacancies by internal personnel mainly includes: the cost of filling vacancies by internal personnel, the cost of extra overtime work and the cost of coordinating and completing the work of vacant posts by the supervisor.
4. The cost paid by new employees in the process of adapting to work. When employees arrive at a new job, there is bound to be an adaptation period, and during this period, the company still needs to pay wages, which undoubtedly increases the cost of the company.
Second, the indirect cost of employee turnover:
1. Team morale cost caused by staff turnover
The resignation of employees will lead to the domino resignation of other employees, because there will be a process of consideration before employees leave, during which employees will inevitably discuss with colleagues, thus affecting the psychology of other employees. According to the estimation of relevant institutions, one employee's resignation will lead to three employees' resignation. According to this calculation, if the employee turnover rate is 10%, there are 10%×3=30% employees looking for a job. If the employee turnover rate is 20%, there are 20%×3=60% employees looking for jobs. Imagine that employees are busy looking for jobs all day and are in a wait-and-see state, so how much will the loss cost caused by this phenomenon be?
2. The cost of insufficient reserve forces caused by the brain drain of enterprises.
Frequent personnel turnover will make enterprises face the dilemma of successor shortage when selecting middle-level managers in the future, and then if enterprises select high-level talents from the middle level, there will be a phenomenon that middle-level job vacancies cannot be filled from the inside, resulting in a talent gap and affecting the construction of enterprise talent echelon.
3. The leakage cost of core secrets caused by employee turnover
The leakage of these core secrets includes the leakage of technology, the loss of customer resources, the reuse of management ideas and so on. If the data and information taken away by these resigned employees flow into the hands of competitors, the consequences will be more serious and may directly threaten the survival of the company. For example, the brain drain of key technical posts also takes away key technologies, which are the core competitiveness of enterprises and are likely to bring enterprises down.
4. The cost of corporate reputation damage caused by brain drain
If the employee turnover in an enterprise is frequent, on the one hand, employees who leave the enterprise will naturally have some self-evaluations on the problems existing in the enterprise, most of which are negative evaluations on the enterprise; On the other hand, people inside and outside the enterprise will also have some doubts and rumors about this phenomenon. These comments, suspicions and rumors will gradually damage the reputation of the enterprise. When people choose to join the enterprise, they can always find out some information about the enterprise, which makes the enterprise face the embarrassing situation that it is difficult to recruit suitable talents again.
Such a huge, even incalculable cost of brain drain, perhaps many business leaders have not realized the problem of brain drain cost, perhaps many senior managers of enterprises have realized the loss caused by brain drain, but it is miserable. How to solve this problem has become a concern of many enterprises.
Countermeasures to reduce employee turnover rate
The development of enterprises depends on the joint efforts of all employees, and the loss of employees has brought great negative impact on the development of enterprises. Therefore, enterprises must formulate measures according to their own characteristics in their development to stabilize, retain and make good use of talents. Specifically, enterprises should do a good job in the following aspects:
First, establish a good system of selecting and employing people. Enterprises need to pay attention to selecting employees with high moral literacy when recruiting personnel. For those employees who change companies or even several companies a year, they must be cautious. At the same time, enterprises should choose those whose potential and values are consistent with the company's system and culture, and those who can maintain the company's reputation and improve its character. Every company should also choose the right person according to its own characteristics, as the CEO of Edwards Company said: "We want people with personality, who are United with us and in harmony with the company culture. What we want is to grow old together, just like a happy marriage. "
Second, innovate the salary distribution model. In any enterprise, salary is an effective incentive means. Salary is not only a means for employees to obtain material and leisure needs, but also a means to meet people's self-affirmation needs. Therefore, an effective salary system can reduce costs, improve efficiency and enhance the attractiveness of enterprise recruitment. For different levels and types of employees, there have been some mature theories and practices at home and abroad, such as options, dividends, equity payments, employee stock ownership and other methods. It should be noted that no matter which mode, the principle that the greater the contribution to the company, the higher the actual reward. There is no saying that horses run well and don't eat grass According to this principle, the company can improve the salary distribution model according to its own situation. It is also a good attempt to use the method of over-production award, which can be determined as a long-term system after successful trial. The year-end bonus mentioned above, or the Spring Festival red envelope, can also slow down employee turnover to some extent. Managers invest in the company's equipment in proportion, which can not only reduce the company's financial pressure and improve the profit distribution of managers, but also enhance the managers' sense of ownership and their sense of responsibility and enthusiasm for work. With the further development of the company, we can even adopt options allocation, equity issuance, employee stock ownership and other incentive methods. These methods have been proved in the development of countless large companies.
Thirdly, building a fair and just enterprise internal environment is one of the basic characteristics that every employee wants the enterprise to have. Fairness can make employees work hard, and they believe that their value in the enterprise will be fairly evaluated. I believe all employees can stand on the same starting line. Enterprises must be fair from the following aspects:
1. Fairness of reward system. It is necessary to formulate policies that are conducive to mobilizing and protecting the enthusiasm of most people, fully embody the principle of giving priority to distribution according to work, giving priority to efficiency and giving consideration to fairness, and highlight the principle of efficiency of input and output. At the same time, the use of positive incentives is more than punishment as negative incentives, and the rewards and punishments are clear, and those who have made outstanding contributions are rewarded.
2. Fairness of performance appraisal. It is necessary to use scientific assessment standards and methods to regularly assess the performance of employees. Formulate scientific and reasonable performance appraisal methods and standards, and make qualitative assessment and quantitative determination of employees' actual work, so as to be true and specific. Assess each employee objectively and fairly, and establish various supervision mechanisms to ensure the fairness and openness of the assessment work. Through in-depth study and investigation in various departments, I deeply feel that the company's current assessment is basically a mere formality, failing to play a guiding, restraining and promoting role. You can instruct the human resources department (temporarily the administrative department) to make a feasible plan and push it forward.
3. Fair choice opportunities. In order to make all kinds of talents stand out, we should give consideration to education and level, specialty and expertise, existing ability and potential ability in the selection and appointment of employees. Put employees on the same starting line for assessment, and provide a level playing field for all kinds of personnel.
Of course, fairness is also reflected in other aspects of enterprise management. If enterprise management can be fair and just in all aspects, it will greatly improve employees' satisfaction and stimulate their deep potential, so as to spare no effort to contribute their talents to the enterprise.
Fourth, establish a people-oriented corporate culture. If enterprises want to achieve long-term development, they must establish the values of "people are above everything else". The top management of the whole enterprise must have a sense that people are the most important assets, and employees are trustworthy and need to be respected and participate in work decisions. When people are fully trusted, they can often play their talents at a higher level and create more benefits for enterprises. If every employee from the top of the enterprise has established the vision of * * * and formed some external manifestations such as the core values and value orientation of the enterprise, then this will continue in the development process of the enterprise and keep the enterprise in a good competitive situation.
5. Expand employees' career and provide direction for employees' development. Career management can help employees, especially knowledge workers, see their development path in the enterprise without being confused about their current position and future development, thus helping to reduce the turnover rate of employees. Enterprises should not only provide employees with salaries commensurate with their contributions, but also make a systematic, scientific and dynamic career plan for employees on the basis of fully understanding their personal needs and career development aspirations, effectively provide employees with various development channels and opportunities for further study, and set up a number of promotion ladders for equal competition, so that employees can truly feel that they have the hope of realizing their ideals and ambitions in the enterprise. For example, HP provides employees with skills and needs self-assessment tools on the Internet to help employees make detailed career development plans, which is an important reason why the company's employee turnover rate is far lower than that of its main competitors.
How to reduce the harm of employee turnover to enterprises
The normal flow of employees will undoubtedly play a positive role in increasing the vitality of enterprises, stimulating talent competition and promoting the rational allocation of human resources. At the same time, as far as enterprises are concerned, the loss of talents and the decline of employee loyalty will cause great losses to the development strategy and corporate image of enterprises, and sometimes even disastrous consequences. Generally speaking, the employee turnover rate should be controlled within 5%. In this range, the negative impact of employee turnover on the company is not great, but more than 5% means that the company has problems in a certain aspect, which will bring obstacles to the company's development.
Staff turnover is inevitable for enterprises. What enterprises can do is to minimize the negative impact of employee turnover on their work. Leaving a job does not mean betrayal. Enterprises should have a correct attitude towards employee turnover. At present, many enterprises think that employee turnover is a betrayal. Based on this view, enterprises are often hostile to employees who leave their jobs. In fact, this practice is extremely wrong, and it will further increase the harm caused by employee turnover to enterprises in the following aspects:
1, which is not conducive to the work handover between resigned employees and successor employees. Any employee, after working in an enterprise for a period of time, will always have some feelings and understanding of what he is doing, which will be very helpful to his successor. If there is hostility, it will inevitably bring dissatisfaction to employees. Therefore, resigned employees will take a passive attitude and only carry out some superficial handover work when handing over their work, which is obviously not conducive to the successor's rapid entry into the working state.
2. Increase employees' negative evaluation of the enterprise after leaving the company. For the resigned employees who are already dissatisfied with the company, this hostility will further increase their dissatisfaction. For some highly cultivated employees, they may not say anything that will damage the reputation of the company in the future, but for many employees, what they will say can be imagined. In the long run, the social reputation of enterprises will be seriously affected.
3. If the contradiction intensifies, it may also bring litigation to the enterprise. At present, many enterprises violate the law in labor and employment. If the contradiction intensifies, the resigned employees may be angry and take the enterprise to court, which will bring unnecessary trouble to the development of the enterprise.
In order to reduce the harm of employee turnover to enterprises, enterprise managers need to have a correct attitude and face employee turnover correctly. Enterprise managers should have great tolerance and don't treat resigned employees as enemies. Only this attitude can minimize the loss.
Based on this principle, enterprises need to do the following work:
1. Have a sincere dialogue with the resigned employees, find out the real reason for their resignation, and sincerely ask the employees to give some opinions and suggestions to the company. The benefits of doing this can not only effectively weaken employees' dissatisfaction with the company, but also obtain some information from the resigned employees that they can't get at ordinary times and find out the problems and defects in enterprise management. For an employee who is about to leave, he can boldly say what he doesn't want to say at ordinary times. These things often directly attack the disadvantages of enterprise management and are conducive to improving management. As for who will conduct this dialogue, it is suggested that it is best for the managers of enterprises to conduct it directly.
Second, please ask employees to properly handle the work handover. Generally speaking, if there is no hostility or hostility is diluted, most employees can seriously hand over their work, or even "get on the horse and give a ride", which is obviously of great help to the normal continuation of work.
Third, organize a farewell event, or send a small gift to the former employees. This ceremony can be big or small, the specifications can be high or low, and the gifts can be light or heavy, but the effect is very good. There is an old saying in China that "a goose feather is sent a thousand miles away, and the ceremony is light and the affection is heavy". For an enterprise that attaches great importance to feelings and righteousness, if it is dissatisfied with its previous work, it will also be resolved in such a ceremony.
Through the above work, the loss caused by employee turnover can be basically reduced to the lowest point, and the company's warm, generous and people-oriented image can be displayed to other employees, which is of great benefit to stabilizing the workforce and improving the cohesion of the company.
Above, I try to analyze the problem of employee turnover in the company from five aspects: what is employee turnover, why there is employee turnover, why we should control employee turnover, how to control employee turnover and how to reduce the loss caused by uncontrollable employee turnover. I hope the answer will help you!
Enterprises should bear the main responsibility for the loss of employees. Most people don't like changes, so most employees, after working in the enterprise for a period of time, generally don't consider changing jobs without special reasons, so there is always a reason for employee turnover. Although there are many reasons for employees' resignation, both the current social and cultural background and the personal moral quality of employees, as the main body of enterprises, they have more responsibilities for employees' resignation.
1. The salary distribution model is backward. It should be said that this is a very important reason for brain drain. Obviously, salary is the primary factor for employees to consider when deciding whether to leave. A high salary can offset many other shortcomings.
2. Lack of good corporate culture and atmosphere. A good corporate culture and atmosphere can provide employees with a pleasant and comfortable working environment, build a harmonious interpersonal relationship, and then make employees feel nostalgic about this environment. On the other hand, if the interpersonal relationship within the company is tense and the company as a whole lacks a positive atmosphere, it will also affect the employees' mental state and ideal pursuit, and then produce the idea of leaving the company. Generally speaking, corporate culture is influenced by many employees with certain academic qualifications or professional ideals. It is really difficult to implement corporate culture management under the condition that the cultural level of employees in general processing plants is generally low. In view of this situation, first of all, the person in charge of the company should attach great importance to it, formulate practical management plans, appoint suitable candidates within the company, and actively promote the construction of corporate culture (the internal candidates are familiar with the situation, easy to combine with the company's reality, and have operational sustainability). Effectively make corporate culture a management tool to better serve the company's development.
3. Improper talent selection. One is cronyism, not meritocracy. This is the most common phenomenon in private enterprises. Private enterprises are often family businesses and often hand over important positions to family members. This kind of choice caused by blood relationship often means inefficiency and redundancy, which will make talented people disappointed with the enterprise and choose to leave. The second is the mistake of selecting talents and appointing people. There have been mistakes in hiring and selecting talents.
You can see all this here.
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For example, farmers who produce coffee beans can sell the futures contract of coffee beans in the commodity futures market and lock the selling price of coffee before the coffee bean harvest period, thus ensuring farmers' coffee bean income.
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