HR Three Dark Recruit Anti Employee Job Hopping

As the new year approaches, Xiao Wang, the HR manager of the company, is not happy at all.

At the end of the year, the peak of job hopping is almost a problem that all enterprises will encounter in recent years.

According to statistics, the number of job hopping people who have consulted themselves at the end of the year has reached 40% of the total number of job seekers.

What measures should be taken to retain talent and succeed in blocking it?

It is not always necessary to raise salary.

A recent survey of the reasons for job hopping in recent years shows that job hopping is the first reason for job hopping: "dissatisfaction with the company's salary and welfare" is the second major motivation for job hopping, followed by "dissatisfaction with the company's development prospects" and "insufficient opportunities for learning and training of the original company".

From the above survey, we can find that money is very important, but it is clearly not the most important factor of the workplace.

They tend to place more emphasis on their career development and rising space.

Especially for those middle and senior talents, when it comes to the choice of money and better development opportunities, they often choose the latter without hesitation.

However, at the present time, many enterprises' "stopping up" means are always "looking at money".

Such as delayed year-end bonus, employee pay benefits, early renewal of employment contract...

All kinds of countermeasures are always linked to money.

A business executive admitted that although the move could not keep people at all, it was at least a delaying tactic to win time for new recruits.

Such a drug is not symptomatic, palliative, and natural causes can not alleviate enterprises.

The 3 big trick is "jumping off" from the root.

So, how to solve the problem of job hopping at the end of the year? For this reason, Ms. Zhou Dan, a talent management expert at North Sen, summed up three golden rules for HR to retain talents.

NO.1

The rule of harmony -- to make employees' values consistent with organizational culture.

In the enterprise organization, if the employee's values and organizational values are well matched, employees will feel genuinely comfortable and satisfied, so as to integrate into the enterprise.

The survey shows that employee satisfaction increases by three percentage points and customer satisfaction can be increased by 5%. The average profit margin of companies with a staff satisfaction rate of 80% is higher than that of other companies in the same industry. 20%., and the staff turnover rate with high employee satisfaction is low, which reduces the losses caused by frequent turnover of personnel.

Zhou Dan told the new express reporter that the compatibility between employees and enterprises can be achieved through a series of employee surveys.

In recent years, a number of third party organizations have begun to develop related software products, such as talent assessment, assessment feedback and so on, which can help enterprises carry out three surveys of employee satisfaction, engagement and organizational climate, thus helping enterprises to better understand employee related information and better retain staff.

NO.2

Microenvironment rule: enhancing leadership of front-line managers

According to a Harvard Business Review survey, 84% of employees think that their superiors can effectively guide their work. This figure is 23% higher than that of other employers, and their turnover rate is also lower than that of other employers. 8%. shows that direct superior plays an extremely important role in retaining and motivating employees.

Attention to the leadership of grassroots managers has become one of the essential tasks of the HR desk.

With the help of some effective tools that reflect leadership and leadership, such as the "360 degree evaluation feedback technology" and other evaluation models adopted by many enterprises, we can understand the leadership level of front-line managers and provide corresponding improvement plans.

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NO.3

Rule of hope -- a visible career advancement channel for employees

Many employees quit because they can't see the hope of career development.

Excellent companies often set up career development systems such as "career path" and "succession system", which are in line with company strategy. Through the talent reserve system, we track the career development of high potential talents and arrange suitable job tasks for training, so as to build a good growth space for talents.

Zhou Dan suggested that HR should constantly identify high potential talents and let them enter the "talent pool" and "successor pool" of enterprises, so as to enable the flow of talents within the enterprise to form a healthy talent circulation system.

This has become the preferred way for mature enterprises to stay.

For those who are more and more concerned about "personal career development", if the enterprise can have systematic talent management and help him make career planning and practice, so that he can have good expectations continuously, it will naturally produce strong attraction and let them not feel happy and have no heartbeat.

Case

Skillfully applying "slow soldiers" to bind "jumping frog"

A small boat in the business department of a Guangzhou Auto Parts Co., Ltd., dissatisfied with the personnel adjustment of the company in the second half of the year. He wanted to threaten his boss to consider his promotion a month ago.

He knew that he had not finished many single business in Shanghai now, and it was difficult for others to take over. In case he left, it would be difficult for him to leave a mess, so he thought the boss would have to keep him.

In a step back, even if the plan failed, he had already found a "home".

Sure enough, manager Liu of the human resources department came to him second days ago. When he talked about the development of the company and the preparation of the branch company, the head office would send some business leaders who had not been promoted for a long time to take the initiative.

He also paid a small boat, the same salary as middle-level management cadres.

The boat felt fulfilled and full of ambition.

Now, the business of the boat has come to a conclusion, and Liu once again talks to him.

Generally speaking, the development of the company is not as fast as expected, and the preparation of the branch will not be considered for a long time.

In view of this, his duty salary had to be restored to its original level.

The boat was a bit silly. He wanted to "fudge" the company but was fooled by the company.

Now, the company has gradually pferred the business in his hand to the customers who had been in contact with him before. If he had switched his job, he would have been able to sit back and relax.