How should enterprises retain people? With the change of the market and the continuous expansion of the business scale of enterprises, in fact, many enterprises can be said to be eager for talents, and they don't want to leave each other for excellent employees. Understand how the company should retain talents.

How should enterprises retain talents? 1 1. Interest is the basis of retaining talents.

Small and medium-sized enterprises should correctly understand the importance of the relationship between interests and retaining talents. While earnestly fulfilling the commitment to employees, we should give material incentives to employees who have made outstanding contributions in addition to spiritual incentives, so that employees can feel the embodiment of their own values.

2. Emotion is the key to retain talents.

Trust, respect and trustworthiness are the basis for small and medium-sized enterprises to establish feelings with employees, and feelings are the source of cultivating employee loyalty. Emotional reservation means that small and medium-sized enterprises should provide employees with sufficient sense of professional security, belonging, trust and honor when providing direct or indirect treatment, so that employees can feel good working atmosphere and harmonious interpersonal relationships.

Although it is important to retain interests, emotional cultivation can not be ignored. When dealing with small and medium-sized enterprises, employees should not only get qualitative benefits, but also get emotional and spiritual sustenance and dependence. As the saying goes: "people are not vegetation, who can be ruthless?" Employees are also flesh and blood people, and people should have thoughts and feelings. Therefore, cultivating employee loyalty with emotion is undoubtedly the cheapest investment.

3. Culture is the basis of retaining talents.

Corporate culture is the ideal, belief, values and code of conduct formed and held by employees in their long-term operation and work. She is exposed to the image of enterprises and employees, and implanted in the hearts of all employees. She is an ideology with values as its core, which has a positive effect on enterprise management. She can unite employees' sense of belonging and identity, and stimulate their enthusiasm and initiative. The most important thing for small and medium-sized enterprises is to establish a loyal corporate culture.

4. System is the guarantee to retain talents.

The perfect management mechanism of small and medium-sized enterprises is the basic guarantee to retain talents. The mechanism of enterprises is very important for retaining talents. A good mechanism can make employees give full play to their talents and provide employees with a fair, just and reasonable competitive environment, not by pulling ties, but by blood. The essence of an enterprise lies in employing people. Therefore, small and medium-sized enterprises must change the concept of employing people in the past, so that they are not suspicious of employing people, and try their best not to be crony, competent or mediocre.

Use talents boldly and insist on employing people. Small and medium-sized enterprises can only win employees' loyalty to the enterprise by putting the concept of "people-oriented" into concrete work, breaking the concept of family blood and seniority, competing on the basis of "fairness, justice and openness", making outstanding talents stand out and respecting employees' personality, which is also the key to using and retaining talents.

5. Encourage employees to retain talents in their careers.

It is not enough for small and medium-sized enterprises to retain talents by one side, not only by interest, emotion, culture and mechanism, but also by career. Small and medium-sized enterprises should plan the development strategy of enterprises, establish clear development goals, let employees know the direction of their efforts and the prospects of enterprises, and at the same time give employees a clear career development track, so that employees can know what kind of realm they can achieve in the future.

If small and medium-sized enterprises want to retain talents, they must have a clear career concept and a clear talent mechanism, so that foreigners can be full of confidence and hope for the long-term development of enterprises, and are willing to work together with enterprises, grow together and enjoy their careers.

How should enterprises retain people and establish new ideas?

People's work needs to be divided into three levels (Maslow also put forward the five-level theory): the first level is survival, the second level is communication, and the third level is development. Based on this, I analyzed three ways to keep people, namely, high salary, family relationship and career. Of course, I don't rule out the advantages of other ways, such as spiritual encouragement. Modern sociology also believes that if we ignore survival, that is, wages, any "career" is a castle in the air. But ignoring feelings and career, it is also very difficult to keep people, because people have careers to pursue after all.

Pay attention to the "four supports" and rely on career to retain people;

The direction of talent flow is generally where people's potential can be fully exerted, and everyone is willing to stay. Real talents pay attention to their own growth and development space. To retain talents and make them useful, we must rely on our careers to retain them.

Retain talents through career management;

We should give everyone a proper position, give him goals, give him promotion, give him opportunities and give him the road to success. Career planning for talented people is the best way to retain talents.

Retain employees through generous treatment:

Employee stock ownership can improve the relationship between asset possession and employment; Operating shareholding can solve the contradiction between asset owners and operators.

Retain people through emotional ties:

Any organization has the function of emotional connection, some company bosses are very attractive, and the whole company also has a positive attitude. The link between organization and employees is corporate culture, and having one's own core values is an important way to retain employees. Organize training to instill the enterprise's ideological values, so that employees can feel the same way and identify with their own company culture.

Provide competitive salary.

For those who stay, competitive salary is an unavoidable problem. Without this foundation, many other retention strategies can only be castles in the air. Research shows that salary is still the first factor to retain talents.

Appreciate and encourage employees.

Graham, a professor of management, did a study on the potential incentives in the workplace. The results show that three of the five most important motivation factors for employees are related to appreciation and encouragement, that is, after completing the task well, the boss thanked him personally, the boss thanked him in writing, and the individual was publicly praised. In real management, the same is true.

The key to retaining talents lies in leadership.

First of all, leaders should have personality charm and form a United group strength, so as to form the cohesion of enterprises and let employees really form a team psychologically; Secondly, leaders should activate the development potential and personal potential of each employee, so that innovation will appear; Third, leaders should cultivate themselves into peaceful people, and only peaceful people can keep people. They should understand each employee and solve specific difficulties and problems with different countermeasures according to different situations.

Draw the pie of the enterprise to the employees.

Although painting cakes can't satisfy hunger, it is only based on real material feelings. Psychologically speaking, painting cakes can not only moderately alleviate hunger, but also stimulate internal potential. In enterprise management, describing the enterprise's future development strategy to enterprise members will not only bring them unimaginable motivation, but also point out the direction for their follow-up work. To put it bluntly, what are the benefits of following you?

How should enterprises retain talents? 3. Enterprise talent supply status

Nowadays, talent has become the bottleneck of the development of many enterprises, which makes many bosses sit on pins and needles. Enterprises are eager for senior management talents and technical talents. This restricts the development of enterprises to a great extent. According to our long-term observation, enterprises are now facing ten dilemmas, five internal troubles and five external troubles. The five internal worries include: high cost, low selling price, difficult recruitment, low degree of specialization and backward management;

The five external troubles include: from swarming investment to industrial transfer, from cost advantage to meager profit era, from extensive production to industrial transfer, from short supply to overcapacity, and from developed economies to emerging economies. (For this, the last special topic introduced in detail the internal and external troubles of China's manufacturing industry. The rising labor cost caused by the difficulty of recruiting workers is an important part of high cost, and it is also an important reason for the decline of corporate profits into the era of low profit.

Nowadays, enterprises are facing internal and external troubles, and the impact of lack of talents on enterprises is even worse. Talent is the most precious wealth of an enterprise. But now the shortage of talents is a common phenomenon, but the shortage of top talents and grassroots employees is the most serious. If we divide talents into three categories, including top talents, middle-level talents and grassroots employees.

The current situation of talent supply in enterprises is that top high-end talents and grass-roots employees are scarce, and there are relatively many intermediate talents.

Needless to say, top talents are scarce, because top talents are not mobile and their information is enjoyed by the whole market. As soon as he leaves his job, there will be many luxury cars to pick him up, and many headhunting companies will find him either explicitly or implicitly.

Grassroots employees are also relatively scarce. Now many factories are afraid to take orders, fearing that they can't do it. That's the reason. The phenomenon of "shortage of migrant workers" in China will be staged for a long time due to many factors such as the aging population in China.

At the same time, grass-roots employees are in the transition period, and gradually withdraw from the historical stage after 1960s and 1970s, and gradually become the main body of construction after 1980s and 1990s. Different from their predecessors, a group of people who grew up after 1980s and 1990s have the characteristics of paying more attention to the protection of individual rights, freedom and hard work. They would rather not work overtime than pay the shift fee. If the work is not satisfactory, they will leave without hesitation. If individual rights are violated, they will take up legal weapons to defend their rights.

As middle-level white-collar workers and middle-level managers, the situation is relatively better. The present situation of talent supply in China is like a football, with two small ends and a big middle.

How do enterprises retain people?

From the above simple analysis, we can understand the importance of talents to enterprises and the supply status of talents. So, how can we solve the problem of talent shortage? Or at least it can't completely solve some problems. The answer is still about cooperation. We believe that enterprises can't be limited to the thinking that human resources departments keep recruiting students, because the flow of personnel consumes a lot of recruitment costs.

The difficulty in recruiting workers is first of all the problem of retaining people. Stop bleeding first and then talk about hematopoiesis, otherwise no amount of blood will flow out. Therefore, the most important problem for enterprises now is the problem of retaining people, but now many enterprises just put the cart before the horse.

Gradually expanding on the basis of solving the problem of retaining people is equivalent to reducing expenditure and increasing income, and the problem of difficult recruitment for enterprises can be truly solved. In order to retain talents, we must take the "cooperation" route. Only cooperation can reflect personal value, but the realization of personal value must proceed from demand. Only by understanding the needs of employees can we be targeted. It is necessary to understand not only the common needs of post-80s and post-90s employees, but also their individual needs.