2. Poor welfare benefits.
3. Management lacks humanization.
4. The promotion system is not perfect.
5. Wage accounting is unfair.
6. Corporate culture propaganda is not enough.
. . . . . .
There are many reasons, but a small number of staff turnover is normal and conducive to enterprise development. Too high is not normal. In terms of brain drain, we should also focus on what kind of brain drain is, whether it is an operator or a manager. According to different levels of people, find out the relevant reasons and solve them. As a manager, there is no universal management method, only step by step.
There are several ways to help you.
1. The interview found the real reason for leaving. Remember, many employees don't really want to leave. Employees who really want to leave will not tell you the real reason.
2. Walking among employees. If a manager doesn't deal with his employees, who else will he deal with? Nip in the bud is worth discussing by management.
3. Try to satisfy employees' desires within their own authority.
4. The application of healthy competition. Don't create a vicious circle. People are the best only if they get it in competition, which requires the cooperation of reward and punishment system.
5. Strive for the necessary welfare from the boss, and also generate more enterprise benefits on the basis of welfare.
The above is simple, and the actual treatment should be solved according to the management environment of the enterprise.
Question 2: Analysis of the present situation, causes and countermeasures of brain drain in small and medium-sized enterprises. How to write the outline of the paper? How can I write it to you here?
Question 3: How can we control the brain drain? First of all, you should actually analyze the specific reasons for brain drain: in fact, it is nothing more than the following: 1, salary; 2. Working environment; 3. Motivation of the work itself; 4. Work prospects; 5. Employees' sense of belonging
At present, the salary of employees in enterprises is not always the only point that determines whether an employee will stay or not. In order to effectively retain employees, a simple salary increase and promotion is no longer a very pure means. Now employees are more concerned about a development space and a sense of identity;
Question 4: I am writing a paper on employee turnover, including an analysis table of employee turnover taking our company as an example. If it is an example, it is recommended to put it at the end;
If it is an important argument, it should be combined with the overall idea of your paper, corresponding to the core point you want to express, and placed in the connection part of the core argument.
Personal advice, for reference only.
Question 5: The causes of brain drain in enterprises and how to write the conclusion of coping policies. The summary conclusion is generally written as follows:
1. Reason analysis, reasons for employees' resignation, internal reasons, personal reasons, external reasons: enterprise reasons. Enterprise reasons can be subdivided into: salary problem, development space problem, team contradiction problem, low job value and so on.
2. Coping strategies: According to systematic analysis, staff turnover is definitely caused by many factors. Actively pay attention to the needs and growth of employees, and provide opportunities to attract long-term development of employees, including salary.
3. Strategy and cause analysis can be made into a table, which is convenient to express the meaning clearly and understand.
Question 6: Analysis of the reasons for employees' resignation and the countermeasures. In fact, the only reason is that you pay too much and get too little. If you ask them to take more and do less (at least better than their social situation), they will naturally not leave. Otherwise, it's useless to say anything.
Question 7: How to count and analyze the "employee turnover rate" more accurately? Employee turnover, especially the active turnover of core employees, will increase enterprise costs, reduce production efficiency and affect organizational performance. Therefore, the employee turnover rate has always been an important indicator that enterprises pay attention to. However, in practical work, the calculation of employee turnover rate is often vague or even wrong, which not only causes the distortion of statistical results, but also makes the results difficult to understand, and often fails to provide valuable information for enterprises to reasonably control employee turnover rate because of the lack of in-depth analysis of employee turnover rate. This paper will clarify several problems in the statistical analysis of employee turnover rate. Employee turnover rate in the reporting period = the number of employees who left the company in the reporting period ÷ the average number of employees in the same period × 100%. Regarding the selection of reporting period, statistics can usually be made by month, quarter and year (month is generally the smallest statistical period), which involves a problem of how to calculate the average number of employees in the reporting period. According to the regulations of the National Bureau of Statistics, the average number of employees in a month is based on the average number of employees at the beginning and end of the month. The average number of employees in a year is the sum of the average number of employees in each month for 65,438+02 consecutive months in that year divided by 65,438+02. But if the average number of employees is calculated in this way, the calculated employee turnover rate may be greater than 100%. For example, the annual employee turnover of Company A in 20 1 1 is shown in table 1. According to this algorithm, the annual employee turnover rate of Company A is 176%. It is hard to understand that the employee turnover rate exceeds 100%. Has everyone from the company left? This is obviously unreasonable, and the reason is because of the problems of this statistical method itself. In this method, the denominator is defined as the average number of employees in the reporting period. If a new employee joins the company in the same month and leaves the company in the same month, the new employee's departure will be reflected in the numerator of the formula (the number of employees who left during the reporting period), but not in the denominator, which may lead to the number of employees who left the company being greater than the average number of employees in the same period, resulting in the employee turnover rate exceeding 100%. A modified and reasonable algorithm. Because of this, this conventional statistical method must be revised. In order to solve this problem, the denominator of employee turnover rate can be defined as the cumulative number of registered employees during the reporting period. The so-called cumulative number of registered employees refers to the total number of registered employees during the reporting period, which is equal to the number of employees at the beginning of the reporting period plus the number of new employees during the reporting period, and is also equal to the sum of the number of employees at the end of the reporting period and the number of employees lost during the reporting period. Therefore, the calculation formula of employee turnover rate becomes: employee turnover rate in the reporting period = the number of unemployed employees in the reporting period ÷ (the number of employees at the beginning of the reporting period+the total number of employees in the reporting period) × 100% = the number of unemployed employees in the reporting period ÷ (the number of employees at the end of the reporting period+the total number of unemployed employees in the reporting period )× 100 must obviously be greater than or equal to the number of unemployed employees in the same period. This calculation method is more reasonable and easier to understand, so it is gradually popularized and used by many professional third-party consulting and investigation companies. The annual turnover rate of employees is not equal to the monthly average turnover rate. It is worth noting that the annual turnover rate of employees in enterprises is not equal to the average monthly turnover rate of employees in that year, whether according to the formula before or after the revision. The former is greater than the latter, but many people often use the annual turnover rate of enterprises in statistics.
Question 8: Analysis on the reasons and countermeasures of staff turnover in small and medium-sized enterprises. The paper looked at the reasons and countermeasures in 20 minutes and analyzed them in detail. It is better to add another chapter in front, the status quo of employee turnover, so that the full text will be more full. I don't understand, but ... . Ask. . Me. . woollen fabric
Question 9: How to analyze the turnover rate of employees in enterprises and how to reduce the turnover rate through improvement measures?
1, the treatment is reserved for people, and all the horses run and eat grass. Improve employees' overtime pay and make employees' treatment competitive in the industry. For the employees of enterprises now, the treatment is a very realistic thing. If an enterprise wants its employees to work hard, but doesn't want to pay a reasonable salary, I'm afraid it's difficult to achieve it.
2. Strictly control overtime to ensure that employees have at least two days off every month.
3, feelings keep people, everyone has feelings. Especially in China, a country with strong human feelings, creating a feeling of making employees feel at home from an emotional point of view often gets twice the result with half the effort.
4. Enterprises attach importance to employees, strengthen humanized management of turnover rate, and improve employee welfare.
5, professional retention, let employees become the owners of the enterprise. Boldly authorize, create an environment for talents to display their talents and values, and at the same time issue stocks for middle and senior managers and core employees, so that they can become shareholders of the enterprise, and their fate is closely linked with the fate of the enterprise, thus stabilizing them.
6. The system keeps people. Establish some scientific long-term incentive and restraint mechanisms. For example, option incentives. For example, enterprises are not allowed to issue year-end bonuses for the whole year before the Spring Festival holiday.
7. Modify the labor contract and give certain rewards to employees who have completed more than 3 years.
8. Strictly control the company's access and recruit employees suitable for the enterprise.
9. Make clear the standard of employing people, correct the attitude of employing people, improve the concept of employing people, and give up speculative psychology. You can't recruit many people in the peak season and lay off many people in the off-season.
10, pay attention to on-the-job training of employees, establish a talent training mechanism, and help employees make career plans.
1 1 to improve the integration speed of new employees with teams and companies.
What company is popular with employees?
1, the boss has personality charm. This company has a bright future. 3. The company has a good atmosphere (justice, fairness and happiness). 4. The salary is passable. 5. There are opportunities for promotion. 6. Harmonious interpersonal relationship. 7. The company regards talents as the first resource. 8. Excellent corporate culture. 9. There are opportunities for further study, 10, and the company has a good location (big city and convenient transportation). . . . . .
Question 10: How to use statistical knowledge to analyze brain drain? We can use factors to analyze which factors lead to brain drain, and to what extent.