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Abstract: As we all know, private enterprises have greater flexibility in personnel recruitment, salary system and employee dismissal because of their flexible mechanism and greater operational autonomy, which makes them have greater advantages than state-owned enterprises in obtaining and possessing high-quality human resources, but under this advantage, there are also some hidden problems. For example, some managers think that the labor market is open to enterprises, and enterprises can recruit needed employees at any time, so they don't care about the high turnover rate of employees, and don't calculate the increase in labor costs caused by employee turnover and other far-reaching negative effects. Although it is normal and necessary to have a reasonable flow of employees in enterprises, the current flow of employees in private enterprises is unreasonable. First, the wastage rate is too high, such as some enterprises have reached as high as 25%; Second, a large proportion of the brain drain personnel are middle-level managers and professional technicians, who have unique expertise and management experience and are the backbone of the enterprise. Therefore, a high proportion of employees are lost, which not only takes away business and technical secrets, but also customers, causing enterprises to suffer direct economic losses. Moreover, it increases the replacement cost of human resources in enterprises, affects the continuity and quality of work, and also affects the stability and loyalty of on-the-job employees. If it is not controlled, it will eventually affect the potential and competitiveness of enterprises' sustainable development. This paper attempts to discuss the causes of this problem and its management countermeasures.
I. reasons for staff turnover
the staff of small and medium-sized private enterprises are mainly composed of senior management and technical personnel, salespeople and ordinary people. Among these three types of personnel, the turnover rate of ordinary personnel is about 1.8% per year, the turnover rate of sales personnel is as high as 41%, and the turnover of senior managers is also about 21%. Most of its original units are in the province, accounting for 66% in the same industry and 61% in state-owned enterprises, and 81% of its employees still keep in touch with their original units. The average employee turnover rate of small and medium-sized private enterprises is about 21%, which is far beyond the normal turnover range. It can be seen that private small and medium-sized enterprises have the problem of excessive flow of personnel.
employee mobility includes voluntary mobility and involuntary mobility, in which involuntary mobility is mostly due to dismissal or forced resignation by enterprises, while voluntary mobility is due to personal reasons of employees. No matter what the reason, the employee turnover will have a certain impact on the enterprise. Now let's discuss some reasons for the employee turnover. According to the investigation and analysis, the main reasons for staff turnover in private enterprises are as follows:
L. Unreasonable design of job responsibilities and heavy burden make people unbearable. Most private enterprises have the problem of overtime or over-intensive labor. Piece-rate workers are paid according to the workload, while employees in some technical and management positions often pay overtime symbolically or not. Managers of key technologies in some enterprises often have their mobile phones on for 24 hours and can be called at any time. Whether overtime pay is paid or not, there is no doubt that the labor intensity of employees is far greater than that of general state-owned enterprises and foreign-funded enterprises. This is mainly due to the lack of scientific basis for the design of job responsibilities of various positions in enterprises, unreasonable distribution of job responsibilities of employees, unclear work boundaries, and artificially increased work intensity. Even if there is some financial compensation, in the long run, employees will be unbearable and will inevitably choose to leave.
2. Severe punishment and heavy work pressure. There are roughly two situations in the management state of private enterprises: one is too lack of effective management, and the other is institutionalized management. The punishment of enterprises without system is random, and the system clauses of enterprises with sound system often punish more than reward. Punishment involves the number of tasks, work quality, labor discipline, accidents, losses, code of conduct and so on. We know that their salary is only about 1111 yuan, but individual enterprises punish their employees and deduct 1/3 of the total salary of the month, leaving little to maintain a basic living. Of course, proper punishment is conducive to ensuring the quality and efficiency of work, but too much punishment is counterproductive. Studies have shown that when employees work in a highly stressful and stressful environment, their work quality and efficiency are lower than normal. Employees are under the pressure of worrying about being punished for a long time, and their work can't be pleasant or long-lasting. They will choose to leave whenever they have the opportunity.
3. It is difficult to realize the employee's career plan. Generally speaking, when people apply for jobs in private enterprises, their initial motivation is to get a higher salary, but after their jobs are stable, they will consider their personal development opportunities and prospects. Everyone has their own career development plan consciously or unconsciously. As enterprise employees, their career development approaches are usually from junior positions or positions to senior positions or positions, from simple jobs to complex jobs, or from disliked jobs to favorite jobs. If an employee finds that he can't achieve his career plan goal in the enterprise, he may jump to other units that are more suitable for his own development. In private enterprises, employees are generally employed in a fixed position, and there are few opportunities to change in different positions, and there are few opportunities to rise step by step from low to high. This situation is related to the immature labor market in China, the inadequate development of private enterprises and the imperfect employment system.
4. The future of the enterprise is uncertain or the internal management is chaotic. There are two problems here: first, the enterprise lacks clear development goals, or because of the unstable economic environment, the lack of technology, capital and manpower of the enterprise itself, the wrong products and many other factors, employees feel that the unit has no development prospects and no sense of security. On the other hand, the internal management confusion, unclear job responsibilities and lack of basic management system lead employees to be at a loss and do not know what to do to meet the requirements of the enterprise. Even if they work hard, it is difficult to get recognition. This environment prevents employees who want to do something from playing their role well, and he often leaves when the probation period expires.
in addition to the above reasons, the lack of job security, unreasonable salary structure and high working standards of individual enterprises also lead to employee job-hopping, but when integrated, the main reason for the high turnover rate of employees is that the management of enterprises is not in place, or the links and management quality of human resources management need to be improved.
second, the human resource management cost of employee mobility
employee mobility is bound to have an impact on enterprises, and the long-term excessive mobility of enterprises will definitely form great resistance to the development of enterprises. In the short term, it will also cause a substantial increase in the cost of personnel management and bring adverse effects to enterprises. Especially when the staff turnover rate is too high, it will definitely have adverse effects on enterprises, such as the pressure of recruitment, the loss of customer resources and so on. The adverse effects caused by staff turnover can be roughly divided into three aspects: first, the rising cost, including training expenses, salary and recruitment pressure; Second, potential threats, such as the loss of trade secrets and customer resources, especially the loss of some senior sales staff; The third is to increase the difficulty of management and leave a bad impression on other employees, thus affecting the atmosphere.
The loss caused by employee turnover is not unquantifiable. The formula of employee turnover cost statistics-"turnover cost = explicit cost+implicit cost-deduction amount". What are the explicit costs? The first is the recruitment cost, mainly including the cost of advertising, headhunting fees and the salary of recruiters. The second is the training cost. The third is personnel economic compensation. The fourth is the salary of temporary replacement personnel. And what are the hidden costs? The loss of customer resources, the damage to the company's reputation, the loss of business information and the psychological impact on other employees are all hidden losses. As for the concept of "deduction", what does it mean? If employees find that some other positions can be merged after leaving their jobs, they will reduce labor costs and improve efficiency. For another example, newly recruited employees may perform better than those who leave. These are deducted from the cost. However, no matter how it is deducted, the value calculated by this formula is always positive, which fully shows that staff turnover will do more harm than good in the short term, but excessive staff turnover will always do more harm than good.
Staff turnover will increase the management cost of operation for enterprises. In addition to the low output value and the cost of recruiting and training new employees mentioned above, there are intangible negative effects. Excessive staff turnover has a negative impact on other employees in the enterprise, which makes the enterprise increase the extra management cost. In private enterprises, usually, a technician or manager of the department will leave, and will take away several "acquaintances" more or less. When people leave, it will cause a series of negative effects. For example, if there is a post and no one is on it, the workload that was originally done by three people will now be done by two people. The workload will increase but the salary will not be increased, which will cause a tense working environment for the on-the-job personnel. To solve such problems, the human resources department should spend a lot of manpower and financial resources on recruitment, training and easing the atmosphere of coordination. Even if the human resources department spends a lot of manpower and financial resources, the result may not reach the enterprise benefits before the employee turnover.
Of course, reasonable staff turnover will bring good benefits to enterprises. This part of the lost employees are divided into two types, one is incompetent and incompetent employees who are not in line with the development prospects of the enterprise, and the other is employees who have strong abilities but their careers are contrary to the development prospects of the enterprise. Of course, we can't jump to conclusions about the two kinds of employees mentioned above, otherwise it will increase the cost to drive away the capable and leave the useless. Once an objective investigation is made, if these employees are not allowed to flow out, it will also increase the management cost of the enterprise.
Third, reasonable staff turnover
Some human resources departments of enterprises always doubt what is wrong with their enterprises when staff turnover occurs. Todd? Professor Pitinsky pointed out that with the continuous development of economy, the level of people's needs is also rising. Different employees have different needs: some people pursue money, some like promotion, some pay attention to the realization of personal ability, and some people pursue a comfortable and comfortable working environment, so it is impossible for enterprises to meet everyone's wishes. Therefore, business executives should create various conditions for employees as much as possible, but if they insist on leaving, they should also treat them with a normal heart.
Ericsson School of Management trains newly recruited employees every year, and when these employees acquire more knowledge, some of them will jump to other enterprises. When the reporter asked this question, Bi Ruige, then senior vice president of personnel at Ericsson, replied easily: "The flow of talents is a natural phenomenon, so there is no need to worry. Many managers from Ericsson have become CEOs of well-known European companies, which is the pride and extension of Ericsson's corporate culture. And they are all from Ericsson, so it will be smoother to do things in the future. "
in contrast to the high employee turnover rate, paying attention to the huge returns that employee turnover rate can bring to enterprises. According to the report of Harvard Business Weekly, reducing the turnover rate by 5% can reduce the operating cost by 11% and improve the labor productivity by 25%-65%, and it can also bring intangible benefits such as higher employee satisfaction and a more dynamic work team. A survey conducted by marriott Company in the United States on two hotel companies shows that if the employee turnover rate is reduced by 11%, the customer turnover rate can be reduced by 1 ~ 3%, and the turnover can be increased by 5 ~ 1.5 USD. The survey results also show that even if the loss caused by employee turnover is estimated at the lowest amount and the employee turnover rate is reduced by 11%, the annual savings of the two companies can exceed the total profit. Generally speaking, although the employee turnover rate varies from industry to industry, those companies with better performance are often companies with lower employee turnover rate in the same industry. For example, in the IT industry, where the average employee turnover rate is as high as 25-35%, the employee turnover rate of Microsoft is only about 7%, and with the increase of employee level and seniority, the turnover rate shows a rapid downward trend. The third largest software company in the world, SAP in Germany, has maintained a record of only 2% employee turnover rate for many years, which is a miracle in the IT industry with frequent personnel turnover.
Old employees leave and new employees come in, which is a kind of substitution, often for low-quality employees, and the innovation, flexibility and adaptability have been improved. Of course, this is for an appropriate proportion of personnel turnover. Just like blood, occasional and appropriate blood loss is harmless to the body, which can enhance the hematopoietic function of the body. The production of new blood is beneficial to the body, but if it is a big blood loss, it will pose a serious threat to life. Normal employee turnover is a good thing for enterprises. The research shows that the staff turnover rate of about 11%-21% is a reasonable range, which will promote the survival of the fittest and benefit the long-term development of enterprises.
iv. management countermeasures for staff turnover
according to the analysis of the reasons for staff turnover in private enterprises, we can know that in order to retain talents, we must base ourselves on scientific management within enterprises, re-examine the management concepts of enterprises, build a reasonable management system and create an attractive enterprise environment, so as to fundamentally solve the problems.
1. Establish a "people-oriented" management concept
Humanistic management thought has long been put forward and put into practice in the West. It emphasizes respecting the needs of employees, caring for their growth and development, and attaching importance to their subjectivity and participation. It opposes treating people as "tools" of production, but emphasizes that people are "social people" with multiple needs. As can be seen from the previous analysis, not paying attention to people themselves is the root cause of employee turnover. Enterprises treat employees as "things" and think that as long as the needs of employees are met materially, other issues are no longer important. For example, the managers of many enterprises, in the countermeasures of retaining talents, first think of giving higher rewards. Of course, material incentives are necessary and basic, but they are not unique. We see that many enterprises have much higher salary and benefits than similar enterprises, but they still have a high employee turnover rate. The main reason is that managers still regard employees as "economic men" and think that you work and I pay, which is fair and reasonable. Apart from that, it has nothing to do with me. In some enterprises, the workplace-canteen-dormitory is 3: 1, and there is no recreational activity in the enterprise, so the employees' life is monotonous and boring, and they feel tired. At the same time, this simple working relationship makes employees have no initiative and sense of responsibility, and they want to leave whenever something goes wrong.
the significance of establishing the "people-oriented" thought by managers lies in that an enterprise will have good products and markets and good profits only if it has qualified employees, and employees should be the first. This humanistic spirit should be implemented in all aspects of management, from employee recruitment, training, job design, salary and welfare system, career management to incentive system, and the needs and benefits of employees should be considered. In the process of management, punitive measures are used as little as possible, and praise incentives are used more, so that employees feel respected. The result must be to care for and cultivate employees and develop enterprises, and truly realize the "win-win" between individuals and enterprises.
2. Establish an institutionalized restraint mechanism
On the one hand, enterprises should create a good environment for the development of employees and increase their attractiveness. At the same time, it is also necessary to formulate relevant systems to manage and control the flow of employees. First of all, we can implement the management of labor contract system. During the contract period, the enterprise shall not dismiss the employees without reason, and the employees shall not leave the enterprise without authorization, otherwise, the breaching party shall pay liquidated damages to the other party. Secondly, the training compensation system can be implemented.