The so-called employee turnover refers to the organization does not want and employees are willing to voluntary outflow. This kind of outflow is passive to the enterprise, the organization does not want to appear staff outflow often bring special losses to the enterprise, and therefore also called staff turnover. The following is my collection of reasons for managing employee turnover, I hope it will help you.
The normal flow of employees will undoubtedly bring to the social economy to increase the vitality of enterprises, stimulate competition for talent, and promote the rational allocation of human resources and other aspects of the positive impact, but at the same time, as far as enterprises are concerned, the loss of talent, the decline in employee loyalty, but also to the operation and development strategy, corporate image, resulting in significant losses, and sometimes even catastrophic consequences, in general, the turnover of employees should be In general, the employee turnover rate should be controlled within the range of 5%, in which the negative impact of employee turnover on the company is not significant, but more than 5% means that the company has a problem in a certain area, which will bring obstacles to the development of the company.
The cost of employee turnover
Don't turn into a training ground for other companies' employees. Any employee, from a raw talent to a skilled one, needs a growth process, and in this process the company needs to pay a certain price. So companies always want to recruit skilled employees, so where do skilled employees come from? If your enterprise staff turnover is too large, your enterprise will be unfortunate to become the staff training base of other enterprises. I believe that every business is not willing to do this wrong.
The cost of staff turnover for the enterprise (cost) in the end how much? Let's do some math. Generally speaking, the loss of personnel to increase the cost of business operations, specifically can be divided into direct costs and indirect costs:
First, the direct cost of employee turnover:
A, the cost of recruitment of employees mainly includes: recruitment preparations, screening of resumes, the cost of interviews, the cost of hiring preparation, the cost of hiring procedures, and other costs.
B, training costs mainly include: pre-job training preparation, training materials, training management costs.
C, internal staff to fill the vacancy costs mainly include: internal staff to fill the vacancy costs, the need for additional overtime costs, the cost of supervisors to coordinate the completion of the work of the vacant post.
D, the cost of new employees to adapt to the workplace during the cost. Employees to a new job, there is a period of adaptation, and in this period, the company still need to pay wages, which undoubtedly increases the cost of the company.
According to a conservative estimate of the current Nanjing standard, an employee who works for half a year and then resigns brings a direct economic loss to the company of more than 3,000 yuan, and the longer the work time to the company's losses will be greater.
Second, the indirect cost of employee turnover:
1, the loss of personnel to make the cost of team morale
Employees will leave the cause of the other employees dominoes type of departure, because the employees will leave before there will be a process of consideration and deliberation during this period. Employees inevitably have to find colleagues to discuss, thus affecting the psychology of other employees. According to the relevant organizations estimate that an employee leaving will cause about 3 employees to leave the idea, according to this calculation, if the enterprise staff leaving rate of 10%, there are 10% × 3 = 30% of the enterprise employees are looking for work; if the staff leaving rate of 20%, there are 20% × 3 = 60% of the enterprise employees are looking for work. Imagine that employees are busy looking for work all day long and are in a state of confusion, then this phenomenon will cause the loss of the cost of the enterprise will be how much?
2, personnel loss caused by the cost of the lack of backup force
Frequent personnel flow, so that the enterprise in the future in the selection of middle management personnel facing the dilemma of the lack of successor, and then make the enterprise if the selection of senior personnel from the middle, there will be unable to fill the vacancy of the middle position from the internal, the phenomenon of talent fault, affecting the construction of the enterprise talent ladder. The company's talent echelon construction.
3, personnel loss caused by the cost of the leakage of the core secrets of the enterprise
The leakage of these core secrets, including the leakage of technology, the loss of customer resources, the reuse of business management ideas and so on. If these departing employees take away the data and information flow to competitors, the consequences will be more serious, may directly threaten the survival of the company. For example, a key technical position on the loss of personnel at the same time also took away the key technology, this key technology is the core competitiveness of the enterprise, so it is likely to make the enterprise a failure.
4, the cost of personnel loss caused by the damage to the reputation of the enterprise
If an enterprise's staff turnover is frequent, on the one hand, leaving the enterprise employees, naturally, there will be some of the problems of the enterprise's self-assessment, and most of the negative evaluation of the enterprise; on the other hand, inside and outside of the enterprise will be on the enterprise's such phenomena Some suspicions and rumors. These evaluations, suspicions and rumors will gradually destroy the reputation of the enterprise. When people choose to join a company, they will always be able to inquire about the company, which makes it difficult to recruit the right people again.
Such a huge, even immeasurable cost of various staff turnover, perhaps there are really a lot of business leaders have not realized the cost of staff turnover this problem, perhaps there are a lot of senior management has realized the loss of staff turnover to the enterprise, but the bitter. How to solve this problem has become a concern for many companies.
Analysis of the causes of staff turnover
Businesses should bear the main responsibility for staff turnover. The vast majority of people do not like change, so the vast majority of employees, after a period of time working in an enterprise, if there is no special reason, generally will not consider changing jobs, so there is always a reason for the loss of employees, although the reasons for the loss of employees is multifaceted, both the current social and cultural background of the factors, but also the staff's personal moral qualities of the factors, but as a company the main body, the loss of employees has more responsibility. The main body of the enterprise, but the loss of employees has more responsibility.
1, salary distribution model backward.
It should be said that this is a very important reason for the loss of personnel. Obviously, the issue of remuneration is the primary factor to be considered when employees decide whether or not to leave their jobs, and a high remuneration package can offset the shortcomings of many other aspects due to a variety of reasons.
2, the lack of good corporate culture and atmosphere.
A good corporate culture and atmosphere can provide employees with a more pleasant, comfortable working environment, can build a more harmonious interpersonal relationship, and then let the employees of this environment to stay in the mind, on the contrary, if a company within the interpersonal tension, the company as a whole lack of a positive atmosphere, will also affect the staff's state of mind and the pursuit of ideals. The company's ability to create and maintain a positive environment for its employees is a key factor in the success of the company's business.
3, the selection of talent is not appropriate.
Only relatives, rather than meritocracy. This is the most common phenomenon in private enterprises. Private enterprises are often family businesses, they often give important positions to their family members, and so out of kinship selection, often means inefficiency and redundancy, and low efficiency and redundancy will make talented people disappointed in the enterprise, and thus choose to leave. The second is the mistake of selecting talents. In the hiring and selection of talent, the most suitable talent is not hired or selected talent work ethic (or character) is not good, which is also led to the staff later leave the enterprise one of the reasons.
4, do not pay attention to staff development and training.
A motivated employee, in the hard work at the same time, will often look at their own work in the development prospects, if the enterprise is not able to provide employees with a good development prospects, employees will consider making new choices.
Countermeasures to reduce staff turnover
The development of enterprises rely on the '*** with the efforts of all employees, the loss of employees to the development of enterprises has brought a huge negative impact, so enterprises in the development of their own characteristics must be based on the development of measures to stabilize talent, retain talent, and use talent. Specifically, enterprises should do a good job from the following aspects:
First, the establishment of a good selection and employment system
Enterprises need to recruit personnel, pay attention to the selection of staff with high moral quality, for those who change a company a year or even a few companies employees, be sure to be careful with the hiring. At the same time, companies should choose those potential, values and company systems and culture consistent, able to maintain the company's reputation and improve the company's character of the people. Each company should also choose the right people according to its own characteristics, as the CEO of Edwards said, "We just need people with character, who are of one mind with us and in harmony with the company's culture, and we want to grow old together, like a good marriage."
Second, the distribution mode of innovative compensation
In any enterprise, compensation is an effective incentive, compensation is not only a means for employees to obtain the material and leisure needs, but also to meet the need for self-affirmation. Therefore, the development of an effective compensation system can reduce costs, increase efficiency and enhance the attractiveness of the company's recruitment. For different levels and types of employees, there have been some more mature theories and practices of compensation payouts at home and abroad, such as options, bonuses, equity payouts, employee stock ownership and other methods.
It should be seen, no matter which model, need to carry out such a principle: the greater the contribution to the company, the higher the actual compensation to be received, and want to be good and want the horse does not eat grass situation does not exist. Based on this principle, each company can decide on its own payroll allocation model based on its own situation.
Three, to build a fair and just internal environment
Fairness is one of the basic characteristics of each employee hope that the enterprise has, fairness can make the staff down to work, believe that how much will pay how much return, believe that their own value in the enterprise can have a fair evaluation, believe that all employees can stand on the same starting line. Enterprises must be fair from the following aspects:
1, the fairness of the compensation system . To formulate policies conducive to mobilize and protect the enthusiasm of the majority of people, fully embodies the principle of distribution according to the work of the distribution of the main, efficiency first, taking into account the principle of distribution of fairness, highlighting the principle of efficiency of inputs and outputs. At the same time, the use of positive incentives should be more than as a negative incentive means of punishment, reward and punishment as well as rewards for outstanding contributions.
2, the fairness of performance appraisal. To use scientific assessment standards and methods, the employee's performance on a regular basis. The development of scientific and reasonable performance appraisal methods and assessment standards, qualitative assessment and quantitative determination of the actual work of employees, and to achieve real and specific. Objective and fair judgment of each employee, the establishment of a variety of monitoring mechanisms to ensure that the assessment work is fair and open.
3, the fairness of the selection opportunities. In order to make all kinds of talents stand out, in the selection and appointment of employees, should be diploma and level of balance, professional and expertise, existing ability and potential ability to take into account. Put the staff on the same starting line to assess, for all types of personnel to provide a fair stage of competition.
Of course, fairness is also reflected in other aspects of business management, business management, if you can do in all aspects of fairness and justice, will greatly improve employee satisfaction, to stimulate their deepest potential, so as to spare no effort for the enterprise to dedicate their talents.
Four, the creation of a people-oriented corporate culture
An enterprise to get long-term development, must establish "people above all" values. The entire enterprise must have a sense of senior, that is, people are the most important assets, employees are trustworthy, need to be respected and participate in the work of decision-making. When people are fully trusted, they tend to perform at a higher level and create more benefits for the organization. If from the top management of the enterprise to each employee to establish a *** with the same vision, the formation of *** have the core values of the enterprise, value orientation and other external manifestations, then this will be in the process of the development of the enterprise to continue, so that the enterprise to maintain a good competitive situation.
V. Expanding employees' careers and providing direction for their development.
Carrying out career management can make employees, especially knowledge-based employees to see their own development path in the enterprise, and not to be confused about their current position and future development, which will help to reduce the turnover rate of employees. Enterprises should not only provide employees with compensation commensurate with their contributions, but also in a full understanding of the personal needs of employees and career development aspirations, based on the development of a systematic, scientific and dynamic employee career planning, effectively provide employees with multiple development channels and opportunities for further study, set up multiple equal competition for promotion ladder, so that employees actually feel that they have the enterprise to realize their ideals and aspirations. For example, Hewlett-Packard provides employees with skills and needs self-assessment tools on the Internet to help employees develop detailed career development programs, which is an important reason why the company's employee turnover rate is much lower than that of its major competitors.
How to Reduce the Harm of Employee Turnover
Employee turnover is unavoidable for companies, and for the employee departures that are already going to happen, the best a company can do is to minimize the negative impacts of employee departures on the workplace.
Separation does not mean betrayal. Enterprises for the departure of employees, to have a correct attitude, many companies believe that employees leave is a betrayal, based on this view, the enterprise for the departure of employees often take a hostile attitude, in fact, this practice is extremely wrong, it will be in the following areas to further increase the harm caused by employee departures to the enterprise:
1, not conducive to the departure of employees and the successor employee Between the work of the handover. Any employee, after working in the enterprise for a period of time, for the work it is engaged in always have some of their own perception and understanding, and these things for the successor will have a very good role in helping, if there is a hostile mood, it is bound to bring about dissatisfaction of the employees, so in the handover of the work, the departing employees will take a passive, passive attitude, only to carry out some of the surface of the handover work
2, increase the negative evaluation of the enterprise after the departure of employees. For the company has been dissatisfied with the departure of employees, this hostile mood will further increase its dissatisfaction, for some of the more cultivated employees, in the future to mention the enterprise may not say anything detrimental to the reputation of the enterprise, but for many employees, what will be said is conceivable. In the long run, the social reputation of the enterprise will be seriously affected.
3, if the conflict is intensified, there is a possibility of litigation to the enterprise. At present, many enterprises in the labor and employment of illegal places, if the intensification of the conflict, the departure of the staff may be angry, the enterprise will be sued to the court, to the development of the enterprise to bring unnecessary trouble.
In order to reduce the harm caused by staff turnover to the enterprise, business managers need to correct attitude, the correct face of staff leaving. The so-called business is not benevolent in, business managers should have a big temperament, do not leave the staff as the enemy treatment, only with this attitude, in order to minimize losses.
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Based on the principle of this treatment, the enterprise needs to do the following aspects of the work:
First, and the departure of the staff to have a sincere dialogue, to understand the real reasons for the departure of the staff, and sincerely ask the staff to the company to make some comments and suggestions. The benefits of doing so can effectively weaken the staff of the company's dissatisfaction, but also from the departure of the staff to get some usually can not get the information, found in the management of enterprises in the problems and defects. For a soon-to-be-departed employees, he can be more bold to say the usual reluctant to say things, these things are often directly hit the shortcomings of enterprise management, for the improvement of management is not beneficial. As for who to carry out this conversation, I suggest that by the managers of the enterprise directly the best.
Second, ask employees to properly handle the handover of work. Generally speaking, if there is no hostility or hostility is diluted, the vast majority of employees can seriously hand over the work, and even "help on the horse, send a ride", which is obviously for the normal continuation of the work has great help.
Third, for the departure of the staff to organize a farewell activity or give a small gift, this ceremony can be large or small, the specifications can be high or low, the gift can be light or heavy, but the effect is very good, there is an old saying in China, "Thousands of miles to send goose feather, gift is light and heavy". For an enterprise that values love and loyalty, both in the previous work there is dissatisfaction, but also in such a ceremony to dissolve away.
Through the above aspects of the work, basically can reduce the loss of staff leaving to the lowest point, and can show other employees the company's warmth, generosity, people-oriented image, for the stabilization of the workforce, to improve the company's cohesion is very good