Four major reasons for employee job-hopping
Four major reasons for employee job-hopping analysis, job-hopping reasons are; the first job value is not assessed, the lack of a fair distribution of the basis of the second pay determination is not based on the ability to performance, etc., and now specifically look at the four major reasons for employee job-hopping analysis.
The four major reasons for the analysis of employee job-hopping 1We need to follow the four basic principles of pay design are the competitiveness, legitimacy, incentives and fairness of pay.
With regard to the other three aspects of pay, we are more concerned about this aspect, but the internal fairness within the fairness of pay is often overlooked, and the case above is a good illustration of this.
Fairness is the basic requirement of the pay system, a reasonable pay system must first be fair, only fair pay is incentive pay.
The so-called fairness, refers to the employees for the enterprise compensation system and the management process of fairness, fairness or perception, this fairness relates to the employees for their own pay and the external labor market pay situation, and the enterprise's internal staff in different positions as well as the pay level of employees in similar positions between the results of the comparison.
In terms of pay equity, employees are not only concerned with the absolute level of pay - the external competitiveness of pay - but also with the relative level of pay - the internal equity.
The employee's own pay compared with the pay situation in the external labor market of the enterprise is more likely to be made visible, while the relative fairness between different positions within the enterprise is not easy to be made visible, and this internal unfairness is often easy to be ignored by the enterprise managers. However, this internal unfairness is most damaging to employees.
"It's not the lack of fairness that matters, and from the point of view of the performance factors that affect a company, internal fairness is more important than external competitiveness. Therefore, the only way to create effective incentives for employees is to reflect this difference in the development of compensation.
Through the above analysis, we know that the internal inequity of pay can cause great problems. But what are the causes of internal pay inequity?
Through the in-depth study of the enterprise, found that the main reasons for the internal unfairness of the enterprise salary are as follows:
1, the value of the position is not assessed, the lack of fair distribution of the basis
This situation exists in many enterprises, especially in the state-owned enterprises and the management of the unregulated The first thing you need to do is to get your hands on a new one, and you'll be able to do that. The value of the job is the basis for designing the company's remuneration.
If the value of the position is not scientifically evaluated, it is impossible to establish a fair distribution system. In our consulting process, we have even seen an automobile group's child care center director and the group's marketing director pay for the same strange phenomenon.
Asked why, the answer was: they are the same level! If the size of the position value is not clearly defined, it will cause a series of major problems such as unfair evaluation and unfair distribution, affecting employee morale and organizational cohesion, which will result in the loss of the company's employees.
2, the determination of pay is not based on ability and performance
In the current salary design, performance pay accounted for the proportion of the whole salary is increasing. This makes it possible for employees in lower grades to get higher pay for performance by getting higher performance, thus increasing the level of compensation.
There is also the case where a company's compensation is based on an employee's ability to improve, which allows the employee to improve their compensation by improving their ability. If the determination of pay is not based on competence and performance, the employee's pay becomes extremely rigid and does not reflect the incentive role of pay well.
The difference in performance and ability of the employees, it is impossible to reflect through the pay, but also does not reflect the internal fairness of the pay, if this phenomenon can not be solved for a long time, the ability to high and good performance of the employees, they will use "feet vote, leave the company.
3, there is no reasonable salary system, the implementation of the negotiated salary
This situation is particularly common in small and medium-sized private enterprises. In this kind of enterprise, because the company does not have a set of reasonable salary, so just enter the level of a little higher level of staff pay, often by the company boss personally decided.
The level of negotiating power and the urgency of the vacancy determine the actual salary of the position. This makes it difficult to maintain consistency in the employee compensation system and leads to confusion about employee pay scales within the organization.
There is an even more serious consequence, which is that it leads to a majority of employees negotiating their salaries, and it is often the case that in the same position, new employees are paid more than old ones, which has a great impact on the old ones, and reduces the internal fairness of the salary.
4, the lack of career development channels, resulting in a single pay rise channel
Because the company did not establish a variety of channels of career development pathway, the result is that we all go to squeeze the management of this wooden bridge. If you can't move up to a management position, your salary and bonus can only be maintained at a fixed level and not improved. But after all, management positions are limited, more or professional positions.
So in order to improve their income, employees are tightly focused on management positions, hoping that they can squeeze through the management log bridge. An employee's professional ability has been greatly enhanced, but if he can not squeeze through the management of this wooden bridge, he is not likely to get a high salary, resulting in internal inequity in pay, which will bring great harm to employees, especially the backbone of the technical staff. In the long run, it will certainly cause greater staff turnover, which is a damage to the organization.
How to get out of the "difficult to recruit and retain difficult predicament
First, the "difficult to recruit, difficult to retain the causes of the problem
In the hotel industry, especially the waiter position will be a serious problem. Especially in the hotel industry, the waiter position will appear serious "human problems? There are many reasons, but the root causes are summarized in the following aspects:
Reason 1: the concept of bias led to "the decreasing number of people into the industry," the travelers increased year by year.
(1) "Do hotel service inferior - stereotypes still have a large market
(2) "Hotel waiters are poor students - the wrong thinking stereotypes make college students - the wrong thinking stereotypes. -The wrong thinking stereotypes make college students disdain the hotel waiter position
(3) "hotel service is a girl to do - one-sided understanding of the many excellent hotel service talent turned away
(4) "Do hotel service can only eat youth meal - the wrong awareness of the exclusion of a large number of hotel service human resources
Reason 2: relatively low wages, the lack of scientific payroll management system, it is difficult to attract talented people.
(1) industry, regional pay levels are not balanced, the general lack of scientific salary promotion system, resulting in many choices for the hotel industry "far from it.
(2) the lack of welfare protection, there are worries, resulting in the hotel staff can not work at ease.
Reason three: the intensity of work, so that the life of the modern young people can not bear, have to stay away from the hotel industry.
Reason 4: boring work, loneliness and isolation so that young people lose attachment to the hotel industry.
Reason 5: the future is not clear, do not know where the road of personal growth.
Second, the solution to the "difficult to recruit, difficult to retain the problem of the method
Method 1: full respect, give title, give power, so that the waiter in the pride of work.
Method two: give full play to the role of the staff file, give care, give help, so that the waiter touched in the "home.
Method three: keep pace with the times, give treatment, give incentives, so that the waiter in the passion to go beyond.
Method 4: Save for a rainy day, give training, give promotion, so that employees in the promotion of love.
Method 5: planning for employees' careers, give opportunities, give platforms, and ultimately rely on career retention.
Why talents in the logistics industry frequently jump ship reasons and countermeasures
The high turnover rate of personnel in the logistics industry, the industry is more representative of the enterprise, some experts say, China's shortage of logistics personnel in the next 5-7 years is unlikely to be improved. In the logistics industry is developing more and more quickly today, the lack of middle and lower level personnel for logistics companies may be fatal. According to career planning experts analyze,
The high rate of job-hopping in the logistics industry is mainly caused by the lack of career planning for employees of enterprises, generally caused by the failure of the following three links:
First, the job analysis is not clear. In the recruitment of enterprises often do not do enough in-depth job analysis of logistics talent, job description is always ambiguous. For example, many companies simply define the job duties of logistics personnel as price pressure, cost reduction, etc., this low price strategy is destined to low standard of service as the price, the formation of a vicious circle, is not conducive to the logistics talent to play their own subjective initiative.
Second, the incentive mechanism is not sound. In terms of compensation, the average salary of logistics personnel is too low, and the formation of a significant gap with foreign countries, which is a direct factor causing the loss of talent. At the same time, the enterprise does not fully focus on individual career planning, failed to provide employees with development and training, promotion of good space.
In addition, enterprises do not have a sound performance evaluation standards, is also one of the causes of brain drain can not be ignored. Chinese companies tend to fall into the performance misunderstanding, the simple cost reduction is seen as the assessment criteria, in the assessment of employees appear narrow-minded.
Third, the lack of communication between departments. Because logistics is a relatively new concept, some domestic company executives often refuse to decentralize the logistics talent.
However, logistics throughout the procurement, production, sales and other areas, and traditional enterprises are divided into departments, procurement department, sales department to do their own work, so that the work of logistics management personnel has brought a great deal of inconvenience, they will often be and the original department manager to cause conflict of function, to the grass-roots level of staff to bring the impression of multi-headed command.
Career planning experts believe that to change the existing structural imbalance of logistics talent situation, companies should be "control-oriented to" learning-oriented, personal career planning of employees into the corporate culture strategy.
Another difficult to recruit clothing enterprises to recruit and retain seven great magic
Recently, Hangzhou, a garment processing enterprises. General Manager Yu Bo (a pseudonym) to the reporter complained: "Our factory recruitment of workers in the gap of nearly 70%, turner's wages up to 4,000 yuan, can not recruit people.
Another clothing boss, Chen Yumin, said that the current ordinary machinist monthly salary of more than 2,000 yuan, food and housing, and five years of skilled machinist average salary of about 3,500 yuan per month, many people's wages can get five or six thousand yuan.
Information from the Economic and Information Commission of Zhejiang Province shows that from January to May this year, the average monthly salary of industrial employees above the scale of the province reached 2115.8 yuan, an increase of 16.7%.
However, the garment enterprises are distressed that even with high wages, they may not be able to recruit workers.
Behind this wave of salary increases is a true reflection of the changes in China's demographic and economic structure.
First, the structural contradiction is prominent. On the one hand, many college students can't find jobs; on the other hand, there is a scarcity of skilled industrial workers, and the types of work that need to be done are even more difficult to recruit migrant workers. This is a decline in the birth rate since 1987 and the expansion of higher education since 1997, two factors **** with the results of the promotion.
Secondly, the rapid development of the mainland economy during the economic crisis, the garment industry links gradually began to shift, the mainland garment enterprises continue to increase, and the welfare benefits moderate, close to home and other reasons, most of the garment skilled workers prefer to stay home to develop.
Third, the garment enterprises due to the long-term extension of working hours, increase the intensity of labor, the enterprise work environment is poor, no air conditioning in the summer, the lack of humane business management, can not find a sense of security and a sense of belonging to the staff think that their own returns are disproportionate.
Fourth, the promulgation of the National Labor Law has caused a lot of pressure on the enterprise, the staff's legal awareness of the growing, more concerned about the welfare of the enterprise recruitment.
Fifth, the cost of living in coastal areas under inflationary pressure is getting higher and higher. A netizen in Shenzhen calculated an account, in order to receive 2000 yuan monthly salary, for example, rent a peasant house also need 500 yuan, counting transportation, food and other costs, a month's salary has gone a large part of the second and third-tier cities do not have the advantage of comparing.
All signs indicate that the cheap labor that has supported China's rapid economic growth over the past decade has reached a critical inflection point in supply and demand.
Solutions
In order to alleviate the labor shortage during the Chinese New Year period, various enterprises can be said to have "eight cents in the sea, each showing their skills. The editor summarized here for the reference of enterprises.
Processing wages: This is the most common and basic trick. Small and medium-sized private and private enterprises, many have encountered the dilemma of labor difficulties, the only way is to repeatedly raise wages. Hangzhou, a clothing factory personnel manager Yang said, "like our unit at the end of the year to send year-end awards, seniority awards, one more month's salary. Our factory has a lot of work more than ten years old employees, year-end bonus plus wages, can take about ten thousand yuan.
Using "odd jobs: pay for a day's work saves on the cost of wages and other benefits during breaks, and is the cost-saving rule that best suits the psyche of small business owners. But it's not a reference for bigger businesses.
Price hikes: Another way to cope with pay rises is to amortize the cost into the price of the product, and the price hikes that come with pay rises are as compelling as ever at the moment. However consumers may not buy it.
Emotional card: now are concerned about humane management, so this trick is also widely used, the effect is also good. Buy train tickets for employees is an old trick, not new.
Xu Miaohong, executive vice president of Xiaoshan Hengli Garment Co., Ltd. said that in order to retain workers, the company in each worker's birthday, will send a cake; for the 80, 90 after the small staff, the young workers continuously invited to see the young workers 3 star concerts, before they stay.
Wujiang, a clothing factory boss will send a text message to the workers on New Year's Day greetings, usually who is sick, the boss not only agreed to them to take time off, but also let the workers accompanied to see a doctor. Over the past few years, very few veteran workers have resigned.
"Matchmaking: This trick is a garment factory boss in Changshu City, Xingang Town, offered the "killer app. The vast majority of textile and garment factories are female workers, and the average age of skilled female workers are about 23 years old, many will take advantage of the Spring Festival to go home to find an object, a go. This boss in the recruitment of people pay close attention to the balance of the proportion of male and female workers between different projects, to create opportunities for young men and women from abroad to take root in Jinfeng, to retain the heart also retained people.
Moving inward: Foxconn jumped out of the incident has been in August this year in Zhengzhou to start, looking at Henan's rich and cheap human resources may be an important reason for them to turn to the mainland. However, apparel companies may not be able to follow suit, there is no mature supporting industry chain, the cost of moving inward may not be able to offset the cost of labor.
Building a system: To solve the labor problem at its root, a sound human resources system is essential.
Establish a sound recruitment system. Develop some recruitment processes and standards out. In particular, the development of a more competitive salary system, and constantly improve the treatment of broken employees, and the same enterprises in the appropriate than other enterprises slightly higher treatment, so that employees have a greater sense of achievement.
To create a technical leadership team, especially to pay attention to the various workshop supervisors, masters, cultivate them to become the backbone of the company's team, from the management point of view of the supervisor of the subordinates of at least 10 or more people to cultivate the supervisor's management ability to work extraordinarily important, and can be more incentives to develop a number of measures.
In the national key labor output provinces to establish long-term cooperation, such as allowing employees' families to help recruit, employees referred.
Develop a long-term effective and feasible training plan, before entering the period to do training, on the corporate culture, corporate development vision, job responsibilities, company systems, product knowledge, skills and other aspects of the training. Establishment of employee work training program.
Employees to develop a transfer training program after the transfer, and constantly improve the work skills of employees, growing in learning.
Continuously enrich the corporate culture, the introduction of CI, VI, SI strategic management system, such as offices, studios, restaurants, bulletin boards, newspapers and magazines, the establishment of a reading room to do a good job in the promotion of corporate culture,.
The establishment of the Employee Counseling Center, caring for employees, do a good job of psychological counseling.
The establishment of a sound company meeting management system, do a good job every morning meeting, evening party work, and constantly through the meeting to improve the efficiency of the work, improve the mood of the staff.
Material: constantly improve the income of employees, improve the staff's food and housing conditions, improve the living conditions. Food and housing subsidies approach, the development of an old staff allowance subsidy management approach, the establishment of staff care fund, the establishment of the staff children's education fund and so on.
System: the system should be reasonable, fair and equal, business leaders should set an example, consciously abide by, take the lead, so that each employee knows the company's management system, the system has the same need to incentivize the constraints, there are penalties must be rewarded, the announcement of rewards and penalties.
Spiritual: leaders care more about grass-roots employees, more praise grass-roots employees, approachable, more public praise, less criticism, especially not when the public criticized, more and more employees to shake hands, more with the staff to eat meals during the holidays.
Electronics industry employment shortage of general labor turnover rate is the highest
"The enterprise is the most shortage of general labor, general labor turnover rate is the largest, our company did not return after the holiday employees have hundreds of people. An electronic company Mr. Xie told reporters to launch the old staff to introduce new employees to reward, to ensure a steady rise in wages, to strengthen the ideology of employees and skills training, and to enrich the cultural life of the enterprise ....... In order to cope with the labor shortage, enterprises are doing everything possible to retain old employees, attract new employees.
Enterprises experiencing labor shortages abound. Located in the Jinding of a mold company offered 2800 yuan monthly salary to recruit first-line technical workers, but because the position is dirty and tired, it is difficult to be young job seekers attention. And some companies due to the lack of manpower, the company started less than 70%, and even the management of the staff have to go down the production line to help.
The new generation of laborers is clearly different from their parents' generation of laborers in that they desire to be respected and pursue high salaries
With the transfer of industries from the east and the rise of the central and western parts of the country, the salary advantage of the Pearl River Delta is no longer obvious, and more and more migrant workers are choosing to stay in their hometowns.
At the same time, the new generation of migrant workers they have more hopes and requirements for the future, so that in the past two years the city's enterprises labor shortage problem highlighted. It is understood that the city's labor market is showing structural changes in labor demand and the relative lack of supply, the contradiction of structural labor shortage.
High treatment, good working environment in order to retain people
Nowadays, more and more "80," "90 after the new generation of labor gradually become the main body, they and their predecessors have been very different, they flocked to the city, want to find the Not only a subsistence, but also hope to have more gains. "The new generation of migrant workers is very smart, highly educated, and quick to catch on at work. Like to be recognized, respected, praised, and hope to be cared for also fashion cool.
Nasdaq human resources department director Chen Yuanfeng said, due to the new generation of migrant workers on the future does not have long-term planning and goals, only think of living today, so that they have higher requirements for the work environment, wages and treatment, a little dissatisfied with the hands to leave, resulting in the phenomenon of high turnover of enterprise general workers.
City Human Resources Center Gan Yongfeng said, from the labor market to reflect the situation, the enterprise brand name, high treatment, good working environment recruiting is not worried about the current shortage of workers is the most serious problem of manufacturing, electronics and service industries. "Now young migrant workers do not easily find jobs, which place is good where to run, low-end, long labor hours, low treatment of the industry are not enough to attract them. Enterprise labor security system, management system, corporate culture and life can not keep up, also can not keep people.
Rapid economic development in the Mainland migrant workers "return
Gan Yongfeng said, the essence of the current labor shortage is the human resources market to varying degrees of structural mismatch, the scarcity of professional and technical personnel, some of the new generation of rural migrant workers do not have a specific weighing of their own actual situation, the blind pursuit of high salaries, which also exacerbates the structural mismatch. This is also exacerbated by the phenomenon of structural labor shortage, resulting in enterprises "difficult to recruit, job seekers" difficult to find a job.
Gan Yongfeng said, another reason for the labor shortage is that as the economy continues to rebound, resulting in a rapid rise in demand for jobs, for example, in 2009, the financial crisis stage, the return of the tide of labor to the temporary recruitment of more than 60 companies, providing more than 1,000 jobs, and this year, nearly 200 companies, providing more than 6,000 jobs.
In addition, the eastern industrial transfer and the rise of the Midwest, the original labor export provinces of Jiangxi, Anhui, Henan and other employment opportunities to increase, pay and treatment, more and more out of the workers have to "return to the choice of employment at home.
Like Jiangxi Shangrao clothing enterprises wages between 1500 yuan 3000 yuan, some enterprises in the Yangtze River Delta to give the base salary has reached 1700 yuan, the Pearl River Delta pay level advantage is not obvious, has not been competitive. Coupled with the city's generally high cost of living, the attraction of foreign job seekers weakened, many migrant workers do not flow back to Zhuhai. "The jobs and treatment offered by traditional manufacturing industries are no longer enough to attract migrant workers to leave their hometowns. This will be another major impetus to force the transformation and upgrading of low-end and mid-range manufacturing industries along the coast.
Multiple perspectives
Enterprises must take the stabilization of the old staff as the leading employment, and at the same time, through the old staff to bring new employees to supplement the employment gap. If you can't keep your employees, you must reflect on your own problems, whether it's the low labor treatment or the poor working environment, and let your employees have a sense of pride and belonging, and attract them to stay for a long time. As government departments and responsible enterprises, they should give migrant workers a long-term career planning, so that they have a relatively predictable future.
2011 real estate industry downturn jumped ahead of the peak
One of the byproducts of the downturn in the property market is that the marketing staff shrinking serious year-end bonus. The direct impact of shrinking year-end bonuses is the advancement of the job-hopping peak.
"In previous years, the phenomenon of job-hopping was mostly concentrated in January, or after the Spring Festival, because people want to get a substantial year-end bonus before leaving. But at present, many of the bosses in charge of marketing appeared to jump ship to leave, the rate of job-hopping is higher than in previous years at the end of the year. Shanghai, a real estate agency of a senior said yesterday.
Real estate enterprises to retain good talent is also a problem
Real estate enterprises in the middle and senior management of the jump behind, more or less implicit in the enterprise strategy shift, development layout adjustment, staff incentives and other internal reasons.
"We ourselves are joking that the real estate sector is fast becoming the Whampoa Military Academy. Hangzhou, a brand of real estate enterprises, an internal employee said that this year, the company's middle and senior managers have in and out. "To go out to the people, the boss is also anxious, but anxious also useless, these two years the market changes, the enterprise to develop, personal development, can not let people go, sometimes not only the problem of money.
Almost from the beginning of 2009, we began to hear more and more frequently the news of real estate companies in the middle and senior management to jump ship, the enterprise to develop, to expand, to go public, personnel changes are normal, whether it is a small business or a large enterprise, are competing for talent. The company's president, Yu Liang, has said publicly that "the current real estate industry is still very sloppy in its business practices, and if Vanke wants to continue to lead the market in growth, it will first face the challenge of talent, and the way of purely internal cultivation has been unable to fully adapt to the changes in the development of the situation.
What real estate companies take to retain the hearts of new employees
"Enterprise" no one "is" stop "all the affairs of the enterprise are people out of the work, effective staff turnover is conducive to maintaining the vitality of the company. At present, the business community called to stay", stay is often the old staff of the enterprise, but neglected to pay attention to the new employees.
A boss complained to me: our human resources department recruited employees in a few days to go, and I recruited a little better, but the work time is not long, in the end, where is the problem?
Human Resources Department in the recruitment process will use a variety of channels, such as: job boards, job market, campus recruitment, headhunters, etc., in order to recruit the right employees often spend a lot of time and energy, it is difficult to recruit a suitable candidate, not a few days on the proposed departure, the Ministry of Human Resources, "before" the work is given up, the mute ate the yellow lotus "and have to re-recruit! The new staff will be able to help you with this.
The high frequency of turnover of new employees makes the direct and indirect costs of recruitment rise, and also affects the normal work of the organization.
New employees usually enter the company after the "two-three-two principle", that is, employees enter the company two weeks, three months, two years of these three time periods is usually the highest rate of staff turnover period.
Two weeks to leave the company in some aspects of the company usually have deceptive behavior; three months to leave the company is usually the promise of salaries, benefits, opportunities, jobs, etc. did not materialize; two years to leave the reason is usually the hope that there will be a platform for the development of the platform, but there is no corresponding opportunity. If companies can grasp these three time periods will greatly reduce the employee turnover rate.
Then take the real estate companies, exactly how to grasp these three time periods to retain excellent real estate talent? Zhou Yu Ping according to years of experience summarized 4 elements of the real estate recruitment enterprises please refer to:
First, the recruitment process to attract talent
Zhou Yu Ping that the process of recruitment is actually also the process of retention, retention of people from the beginning of the recruitment. The future competition will be the competition for talent, the company in the choice of talent at the same time talent is also in the choice of the company, the Ministry of Human Resources will often be frustrated why I notified the 20 to apply for the last but only came to 5 people? Why notify 3 people into the review last 1 person did not come? How to retain these real estate applicants?
For candidates, the recruitment process is a window for candidates to recognize the company and understand the company, and good people sometimes pay more attention to the recruitment process than the work itself, and from the moment a company sends out a job offer, he is already choosing whether or not to continue to participate in the interview or join the real estate company.
Before the interview: notify the time, place and contact person of the interview to be specific.
One participant talked about his experience of applying for a construction engineer position in a real estate company, and receiving an email from this company with only one sentence, "Please come to our company for an interview by the 8th." Participants said, such a company I usually do not consider, because there is no indication of the specific time, location, contact information, contact person, etc., although only one sentence, the actual in has shown that the company is small, the system is not perfect.
In addition to the specific content of the notice, good preparation is a prerequisite for the success of the interview. If your preparation fails, then it is to fail to prepare. Before the interview should also be prepared for the following:
1. Choose a special meeting room
2. Lay out the candidate's resume and try to make the interview place relaxed.
3. business card of the interview supervisor
4. record book of the interview
5. cell phone, telephone is best not to ring, do not go in and out of the interview place at will
Interview in the interview: the caliber of the interviewer should be the same, to prevent candidates from having a sense of deception.
A friend once went to a real estate company to apply for the position of training manager, in the initial test, the recruitment specialist said, the company currently has nearly 70 branches, the total number of workers in the enterprise more than 10,000 people, the training manager's work is mainly responsible for the company's all employees of the induction training, on-the-job training, promotion training. Into the retest after the human resources department manager to interview, the other side said, the company has 16 branches of the total work, the total number of enterprises is now more than 2,000 people, the training manager is not responsible for training.
He thought: two people say inconsistent, even how many branches are not clear, and they simply do not know what kind of people to recruit, feel a little bit of deception flavor, a waste of time and energy, if I had known that would not come.
After the interview: let the candidate have a number.
At the end of the interview, many interview supervisors will say, "Today we are talking about here, you go back and wait for news." When exactly do you have to wait?
A day, a week, or a month? Often times, the interviewing supervisor will come across a situation where the candidate, when notified to interview or work again, is already working for another company. At the end of the interview, the candidate should be made aware of the fact that he or she will be notified of the next round of interviews in, say, three days or two weeks."
Second, new employee training to retain talent
Never assume that your new employee knows everything, it must be done in an effective way so that he has a comprehensive understanding of the company. New employee training is an important channel for new employees to understand, knowledge of the company, but also a good way to retain new employees "heart".
At present, the vast majority of companies do not pay attention to new employee training, some companies have begun to pay attention to new employee training but do not know where to start, just go through the motions. Successful new employee training can shorten the integration period, allowing employees to enter the work role in a shorter period of time, and constantly adjust the state to adapt to the new environment.
Successful new employee training can start from the following points:
1. a comprehensive introduction to the industry and the company's business content
2. an introduction to the company's products and services
3. the company's culture
4. the history of the company
5. the company's future and the direction of development
5. the company's prospects for the future and the company's future. development direction
6. Explanation of company management policy and system