According to the investigation and analysis, the reasons for staff turnover in private enterprises in recent years are mainly as follows:

1. The design of post responsibilities is unreasonable and the burden is too heavy. Most private enterprises have problems of overtime and overemployment. Piece-rate workers are paid according to the piece-rate workload, while employees in some technical and management positions often get overtime pay symbolically or without overtime pay. Managers of key technologies in some enterprises often turn on their mobile phones 24 hours a day and are on call. There is no doubt that the labor intensity of employees is far greater than that of ordinary state-owned enterprises. This is mainly due to the lack of scientific basis for the job responsibility design of each position in the enterprise, the unreasonable job responsibility distribution of employees, and the unclear work boundary, which artificially increases the work intensity. Even with some financial compensation, in the long run, employees will inevitably choose to leave because of their unbearable health.

2. Severe punishment and heavy work pressure. Private enterprises are in a state of management; There are roughly two situations: one is too lack of effective management; The other is institutionalized management. Enterprises without a system will be punished at will, while those with a sound system will often be punished more than rewarded. Punishment involves many aspects, such as the number of tasks, work quality, labor discipline, accidents, losses, code of conduct, etc. The penalty deduction of employees in individual enterprises actually reaches 1/3 of the total salary of the month. 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 will be lower than normal. Employees are under the pressure of worrying about being punished for a long time, and their work cannot be pleasant or lasting. As long as there is an opportunity, they will choose to leave.

3. The company's future is uncertain or the internal management is chaotic, and employees are looking for a broader space. There are two problems here: first, the enterprise lacks a clear development goal, or because of the unstable economic environment, the lack of technology, capital and manpower of the enterprise itself, and the unequal products, employees feel that the unit has no development prospects and no sense of security; On the other hand, the internal management of the enterprise is chaotic, the job responsibilities are incomplete, and the basic management system is lacking, which leads to employees being at a loss and not knowing what to do to meet the requirements of the enterprise. Even if they work hard, it's hard to get recognition. An enterprising person hopes to make some achievements in his post in order to find a broader stage. But this kind of chaotic management can't let him play his hands and feet, making him feel that he has been "willing to do more than he can" and finally had to choose another job. Active job-hopping embodies the value of talents. Fan Leshan, a professor at Zhejiang Business School, said that the value of talents can only be reflected in the competition for talents by enterprises. You offer 40 thousand, he offers 300 thousand In competition, the value of talents can be highlighted, and income is an important form of value. This kind of environment makes those employees who want to do something unable to play their role well, and some leave their jobs before the probation period.

4. Income and remuneration distribution. ① Income problem. At the same time, the income problem is also a problem that cannot be ignored, which leads to the loss of employees. Compared with state-owned enterprises and administrative institutions, the welfare benefits of private enterprises are not high, which makes employees not only look at how much money they can get now, but also look at the overall consumption and income in the future. It is true that the wages of private enterprises are generally higher than those of administrative institutions, but considering the welfare and various insurance benefits, the competitiveness of administrative institutions and state-owned enterprises is still very strong. Many private small and medium-sized enterprises try their best to avoid all kinds of welfare construction and payment of insurance benefits. A considerable number of private small and medium-sized enterprises have not paid the national statutory insurance benefits for their employees for many years. Coupled with the short life span of private small and medium-sized enterprises, many employees are insecure about the prospects of enterprises and Bai Ji. The "hardware" stipulated by the state is mandatory, but in order to save expenses and increase income, many enterprises disregard national laws and regulations and desperately reduce employee welfare construction and insurance payment, which makes employees and management or owners in a hostile state. In such a working environment, it is difficult for a person to work for a long time, and the loss is inevitable. (2) unfair distribution. Human resource managers are often at a loss because of the loss of excellent employees and the inability to find suitable employees for a while. Unscrupulous talent poaching activities make employees jump ship crazily. Many people think that salary is the killer in the competition for talents. Studies have proved that salary can't completely determine whether talents will stay or not, but organizational atmosphere and personal feelings are the key factors to retain and use talents well. The competition for talents by enterprises is like a never-ending war. In the survey, it was found that some talents left their jobs, not because the original enterprises gave less money, but because they gave it unfairly. For the same post, some private small and medium-sized enterprises adopt the assessment salary system, and the income of employees with almost the same performance varies greatly. However, some enterprises adopt different salary systems for different positions, which makes the salary system of the whole enterprise chaotic and lacks standardization and fairness.

Second, employee turnover management countermeasures

According to the analysis of the reasons for the brain drain of private enterprises and workers, we can see that in order to retain talents, we must re-examine the management concept of enterprises, build a government management system and create an attractive enterprise environment, so as to fundamentally solve the problem.

Establish a "people-oriented" management concept. ① Ideologically, we should establish the concept of "people-oriented". In private small and medium-sized enterprises, managers or owners should respect the needs of employees, care about the growth and development of employees, attach importance to the subjectivity and participation of employees, oppose only taking people as "tools" for production, and emphasize that people are "social people" with multiple needs. As can be seen from the previous analysis, not paying attention to people themselves is one of the main reasons for employee turnover. We see that the salary and benefits of some enterprises are still higher than those of similar enterprises, but the turnover rate of employees is still high. Mainly managers still regard employees as "economic men" and think that you work and I pay, which is fair and reasonable. Other than that, it has nothing to do with me. At the same time, this simple working relationship makes employees have no initiative and sense of responsibility, and they want to leave when something goes wrong. The significance of establishing the "people-oriented" concept for managers lies in the fact that enterprises can only have good products and markets and good profits if they have qualified employees, and employees should be the first. This humanistic idea should be implemented in all aspects of management, from employee recruitment, training, job design, salary and welfare system, career management to incentive system, we should consider the needs and interests of employees. In the process of management, try to use less punishment measures and use more praise and encouragement to make employees feel respected. The result must be to care for and train employees, develop enterprises, and truly realize the "win-win" between individuals and enterprises. ② Establish a good communication system. Committed to developing good interpersonal relationships with employees is more than just paying a generous salary. Managers and owners must understand employees' difficulties and respond. Top managers should understand the working environment of employees and the advantages and disadvantages of various welfare measures. Respect all employees, care about all employees' problems, conduct comprehensive and frank two-way communication, confess the practical difficulties of the enterprise to employees, and appreciate and encourage their efforts and contributions. Under this management, every employee feels that he has been respected by the company, and they have been given opportunities for continuous training and self-development. The most important thing is that management stands with employees, not hostile positions. Let them see the goals advocated by top management and put them into practice, and the differences will become very small. As an entrepreneur, there is no doubt that we should consider profits, but we should not take profits too seriously. Enterprises must always be people-oriented, respect employees and help them build their self-esteem and courage, which is half the battle. Good communication can ensure employees' sense of identity and loyalty, and make employees feel that they are members of the company, not just employees who are obeying orders, so as to give full play to employees' enthusiasm and sense of independence.

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, they must also formulate relevant systems to manage and control the flow of employees. First, it may be necessary to implement labor contract management. During the contract period, the enterprise shall not dismiss employees without reason, and employees shall not leave the enterprise without authorization, otherwise the breaching party shall pay liquidated damages to the other party. But at this point, although many private enterprises stipulated liquidated damages in the labor agreement, they actually did not pay enough attention to the binding and legal nature of the labor contract. Secondly, the training compensation system can be implemented. Enterprises can establish employee training files, analyze the input and output of employee education and training on the basis of recording the actual situation of employee training, so as to determine the losses caused by employee turnover and claim compensation. They can also sign a training contract in advance to specify the service life and liquidated damages after receiving the training. It can avoid the loss that enterprises spend a lot of training fees but can't keep people, and can also correct the misunderstanding that private enterprises dare not spend money to train employees. In addition, it is also possible to establish a shareholding system for employees, especially managers and technicians, and encourage capital or its own human capital to share shares, so that employees and enterprises can share interests and risks, which is conducive to the stability of the workforce.

3. Standardization of internal management. Enterprise management is chaotic, and employees are at a loss, which is also one of the important reasons for brain drain in private small and medium-sized enterprises. Therefore, to create a good environment to attract talents, we must realize the standardized management of enterprises. It should include two aspects: first, there are sound rules and regulations within the enterprise to follow, giving employees a sense of security; Second, in all aspects of human resource management, we should abandon experience management and truly achieve scientific management. There are several important management links that should attract the attention of managers or owners of private small and medium-sized enterprises:

First, according to the business development strategy and the actual requirements of the enterprise, the enterprise should constrain the specific plans of human resources recruitment, training and promotion, and these plan information should be known to employees as much as possible to increase the transparency of enterprise decision-making, so that employees can make their own development plans accordingly, so that employees can feel that they still have opportunities for development in their own enterprises, which is helpful to improve the retention rate of employees.

Second, it is necessary to carry out post analysis, clarify the responsibilities, powers and working standards of each post, formulate a relatively complete employee handbook, give a comprehensive description of each post, and determine the rights and obligations of employees in each post. It not only enables every employee to perform their respective duties clearly and methodically; Moreover, through scientific design and comprehensive balance, uneven bitterness and joy and excessive work pressure of employees can be avoided; At the same time, it is also an important basis for other management decisions such as assessment, rewards and punishments.

Third, help employees make career planning, that is, help employees develop all kinds of knowledge and skills, provide training opportunities to realize their personal expertise, and lay a ladder for career development. Such as providing opportunities for employees to learn and grow, encouraging employees to participate in training activities and providing various conveniences, and providing paid vacation learning opportunities. On the basis of understanding their own skills, interests and value orientation, employees should try their best to make their own advantages consistent with the needs of the company and let employees have a clear development direction. If you can understand employees' personal plans and try to help them achieve their goals, it will definitely make employees feel a sense of accomplishment, and no one will want to leave an organization that can make them continue to succeed.

4. Cultivate cultural cohesion. Corporate culture is a common value recognized by all employees. It has a strong cohesion function, so it plays an important role in stabilizing employees. Corporate culture is embodied through a series of management behaviors, such as the transparency of corporate strategic objectives, the relative fairness of internal distribution, the rationality of talent use, and the security of occupational security. All these can reflect the values advocated by an enterprise. The goal pursued by corporate culture is the individual's recognition of the collective, hoping to establish an interactive and interdependent relationship between employees and enterprises, so that employees can finally attach to and love their own enterprises. However, corporate culture cannot be achieved overnight. It needs to be guided, indoctrinated, demonstrated and integrated into the system, and then integrated into the thoughts and actions of employees. Although this work is very difficult, if we do it consciously, we will certainly have results. The humanistic environment created by excellent corporate culture plays a special role in attracting employees, because it publicizes a spirit and touches a heart. Different enterprises should take different ways to control staff turnover according to their own conditions, but no matter which way they take, they should pay attention to "retaining people first and then paying attention". Now psychology has been widely used in enterprise human resource management, and it is quite effective, which also illustrates this point. Only by sincerely respecting and caring for employees, observing their needs, helping them grow and progress, and creating an environment for them to give full play to their talents, can enterprises naturally retain talents, thus remaining invincible in the increasingly fierce market competition. As far as private small and medium-sized enterprises are concerned, cultural construction has its particularity, with few employees and light age structure. According to this feature, we should choose cultural training and learning activities suitable for young people, such as dancing and cocktail parties, oppose the indoctrination of dogmatism, strengthen employees' extracurricular activities and enrich their cultural life.

5. Improve salary and welfare and improve the distribution system. It is an indisputable fact that the salary and welfare of private small and medium-sized enterprises are relatively poor. To improve their advantages in talent competition, we must improve their salary and welfare construction. The annual income of employees in private SMEs is far from that of employees in foreign-funded enterprises, joint ventures and administrative institutions. Therefore, when the economic conditions permit, it is an important measure for enterprises to retain talents to appropriately increase the salary of employees. At the same time, the employee welfare construction of private small and medium-sized enterprises should also be vigorously developed and strengthened. As far as Zhejiang province is concerned, the vast majority of private small and medium-sized enterprises have not paid the statutory insurance premiums that must be paid for employees in full, let alone provide leisure and entertainment places for employees. Many employees have taken this into account. Employees feel unstable about their future life, and there will be "What if I lose my job?" Almost everyone will consider this idea, and at the same time, there will be the idea that "enterprises don't want to invest more energy in me, so they don't treat me as an employee at all". Imagine, can employees with this idea work in this enterprise for a long time? In order to retain talents, it is inevitable to strengthen the welfare construction of employees. At least, employees should pay the statutory insurance premiums that enterprises should pay, and at the same time strengthen emotional ties with employees, such as reimbursing travel expenses for employees who are far away from home every year, and providing certain leisure and entertainment places for employees of enterprises, such as watching live games during the World Cup. Although this requires a certain amount of capital investment, private entrepreneurs should consider the long-term interests of enterprises. Once an enterprise forms a stable and United backbone team, it will have a foundation for its development and growth.

6. Talent cultivation and reserve. The flow of talents is inevitable, but managers of enterprises can minimize the loss of staff turnover through standardization and optimization of management. Employee turnover costs's salary varies from one month to 1~ 1.5 times the annual salary. It can be said that the cost of "bleeding" is very expensive. Employees are to the enterprise what blood is to the human body. The quality of employees determines quality of enterprise, and the vitality of employees reflects the vitality of enterprises. The stability of employees ensures the stability of enterprises, and the loss of employees means the loss of enterprises.

Enterprises can also cultivate and reserve outstanding talents through employee career management. By guiding employees' efforts in career goals, career development and corporate goals can be achieved. Employee career management encourages individuals who closely link their career goals with enterprise goals and gives them opportunities as much as possible. By making employee career management plans, we can provide employees with various alternative development opportunities and make them feel that they have greater growth opportunities and prospects. In addition to vertical job promotion, employees can also develop from technical grade evaluation, job rotation and on-the-job training. Employee career management can meet the dual needs of personal growth and enterprise development. At the same time, the employee career management plan provides a talent pool for the senior managers or technicians of the enterprise. The cultivation of enterprise reserve talents can not only reduce the cost of brain drain, but also benefit the long-term development of enterprises.