How to effectively control the mobility of enterprise personnel?

The first is to create a working environment that employees like, the second is a relatively suitable salary, and the third is to improve the management and incentive development mechanism.

Mainly from the following three aspects, retain talents.

The first type: treatment to keep people.

In the workplace, we all want to be affirmed and appreciated, and this kind of affirmation and appreciation is often expressed in treatment, so we say that we want to provide a salary incentive plan for real talents, including short-term incentive plan, medium-term incentive plan and long-term incentive plan, how to understand these three plans?

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In the short term, it means that we want to provide competitive salary to talents, or if this salary structure is compared with competitors, his salary is a little higher, so it is competitive. At the same time, through his efforts, he can get a higher salary than his opponents, or rather, our competitors, which is a short-term way.

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In the medium term, it means that we can share profits, for example, enterprises have obtained a certain amount of profits in a certain period and can share them with talents. So this kind of sharing does not necessarily wait until the end of the year when the bonus is issued, it may be done at a certain stage, such as project rewards, such as phased work results, we can all motivate our talents through the mode and plan of profit sharing.

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Long-term refers to an incentive method based on ** and options, which is a long-term incentive plan. This is a way for the company to give certain options and key talents before and after listing, and after reaching certain conditions, it can make corresponding gains.

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The second type: career retention.

How to keep people in your career? First of all, we say delegation, giving the talent greater authority to work, so that he can complete a very important work. At the same time, we arrange more training and development opportunities, such as training him to achieve better growth in a certain aspect, so that talents will be willing to stay, because not only can they get the corresponding salary incentives, but also their growth can be guaranteed, and they can retain talents through this kind of career plan.

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The third type: emotional retention.

This is why we must grasp the inner psychological needs of talents, for example, if he hopes to develop in a certain aspect, then we can provide some corresponding knowledge and information, and even some opportunities to give him, so that he can get better development in a certain aspect. Also, if he has some difficulties, whether it is personal difficulties or family difficulties, provide some help plans, of course, when he has some emotional fluctuations, we must take the initiative to care, can not blindly ask him, and when it appears some pressure, we take the initiative to give him a vacation, do some adjustment plans.

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Objective reasons for staff turnover:

1. Salary: "Money is not everything, no money is everything".

2. Corporate culture: corporate culture includes two aspects, hard system and soft culture.

Subjective reasons for attrition:

High-level personnel: The main reason for the loss of high-level personnel is that there are differences in business philosophy and development direction, and disagreement leads to parting of ways.

Mid-level personnel: The main reason for the loss of middle management is the lack of room for promotion.

Grassroots backbone personnel: An important reason for the loss of backbone personnel is that there are too few development opportunities.

Measures to address brain drain:

Brain drain is due to a number of reasons. Therefore, the strategy to deal with brain drain is also a systematic project. Specifically, consolidate the foundation for enterprises to retain talents; Build a platform for personnel development; From the source, the entrance of personnel is closed; Do a good job of making up for the dead and prevent problems before they happen.

In this way, a multi-pronged approach can effectively reduce the loss of talent.

Finally, the core of retaining people is leadership: the top level must have a mind, and the middle level must be charming.

The main thing is the humanization of the management system, salary increases and other benefits, which can make employees feel that the company he is contributing to is not treating him as a machine, but a person

Wenzhou recommends Chongying - focus on human resource management to help you answer this question.

Generally speaking, the company's employees are very mobile, mainly because of these three aspects: corporate culture, salary level, and no development prospects.

Therefore, as a manager of an enterprise, it is particularly important to maintain the stability of people's promotion and defeat. Before you do that, you need to do these three steps:

1.Competitive compensation for employees.

As a business manager, we should be heart-to-heart, dare to give high salaries to outstanding talents, and do not care about short-term gains and losses, a competent cadre will create much more benefits for the company than a few ordinary employees. It's like a common saying in the workplace: "When the money is in place, the people are in place."

2.Cultivate a healthy corporate culture.

There was once such a saying on the Internet: third-rate enterprises manage people, second-rate enterprise systems manage people, and first-class corporate culture manages people.

The core of building corporate culture is people-oriented, a corporate culture that truly starts from the hearts of the people, worries about employees, and allows employees to unify their goals but is free in thought is the corporate culture pursued by many young people.

3.Plan clear career prospects for your employees.

There may be companies that pay enough and the corporate culture is not bad, but there will still be many employees leaving. At this time, it is important to note that the reason why they leave is likely to be that they cannot see their future.

There are many factors that influence employee turnover:

1. Salary issues; I am referring here to the rationality of the salary structure. No matter how good the salary and benefits are, how unreasonable the structure is, it is equivalent to losing its meaning; As an employee of the enterprise, they will only compare the inside and not the outside. If the salary within the company is too unfair to the individual, he will leave with more money.

Therefore, it will involve different pay for the same post, piecework wage distribution, post work arrangement, etc.;

2. There is serious unfairness in management; This is probably the most important reason why a company with such a good benefits package and such a high salary level will lead to so many employee turnovers. I don't know if your company has a piece-rate payroll system or something else. Unfair management will be reflected in:

unfair distribution of work tasks; The good things are easy to do for "your own people", and the bad things are arranged for others to do the dirty work. Do more and do less, do good and bad; There is no Yang who should be praised, and Yang should not be shown to be messed up.

3. The relationship between the internal small team is serious, and there are many small teams, which will make many scattered employees feel insecure or force them to set up small teams. Once there is a conflict between two small teams, whoever has the tougher platform will stay, and the other team will all leave. Therefore, it is necessary to break this small team relationship through superior management intervention and effectively establish a harmonious team relationship;

You need to do a good job of investigating what the reasons for employee turnover in your company are, and then reduce employee turnover by improving management status and improving team relationships.

1. Establish a reasonable employee incentive mechanism (such as position, salary and welfare incentive mechanism, etc.).

2. Change the mentality, don't treat employees as tools, and treat them with the mentality of collaborators.

3. Create a good working environment.

Are you the boss of the company or the top management? What is the company and what is the approximate size? What department?

Nowadays, the society has become a talent-based society, and the competition between enterprises is fundamentally the competition between people and people, and only the enterprises that attract employees and retain employees can truly grasp the core technology and creative ability.

1: Learn from the advanced enterprise dedication, the company's profits, turnover equal to the interests of employees want to combine, establish the sense of ownership of employees, employees pay the most attention to their own interests, but also interest-oriented groups, the most typical enterprise is McDonald's.

2: Train employees in all aspects, maximize the length and characteristics of each employee, give employees a source of wealth in spirit, let employees grow in the enterprise, learn to succeed, and enhance employees' self-confidence.

3: Pay attention to the promotion of corporate brand image and corporate culture to better attract employees.

In fact, the following aspects should be considered in this question.

1. Your own quality conditions determine the choice of staying or going. Consider stable teams with low education and high education;

2. The situation of the enterprise and the characteristics of the industry to which it belongs, if the business condition of the enterprise is not good, then the time to change jobs is ripe and leave immediately;

3. From the perspective of the speed and development space of personal vocational skill improvement, if the current enterprise cannot provide a rising position, it is also necessary to consider leaving;

If none of the above conditions are not, then you can do a long-term consideration of this company, the general workplace newcomers to three years as a time unit, the vast majority of companies to provide positions can be from a layman to a mature hand after three years, the opportunity is good is the supervisor level; If you are satisfied with the salary, then you will be a unit for the next five years, and the next direction of your efforts is the department head or project manager. After three years of working at the middle level, I will consider further promotion.

To add, the scale of the enterprise is small, and the time above is slightly shorter; The scale of the enterprise is large, so let's extend the time appropriately.

About 3-5 years, in fact, it is not necessarily, depending on the company's situation, if it is a large state-owned enterprise, you can consider staying for a long time, if it is a general company, you can look at your own development space, if it is not big, you can go in 2-3 years, if there is a lot of room for development, you can consider staying long.