On the loss of front-line staff and its countermeasures
-Systematic analysis of employee turnover
Name of Team Leader: Li Junhui
Date of submission: 2065438+February 22, 2003
abstract
On the whole, the front-line employees of terminal service providers in the retail industry represent a banner of the enterprise. Having high-level front-line employees can not only promote sales, but also play an important role in enhancing the corporate and brand image. However, with the continuous improvement of China's marketization, more and more enterprises set foot in the retail industry, and their brands are becoming increasingly complex. At the same time, high-level front-line salespeople become scarce resources, which also leads to the increasing mobility of front-line personnel. A high degree of marketization is a double-edged sword for the retail industry, which enables enterprises to easily obtain more labor from the market, and at the same time bears the risk of losing their trained employees at any time. Therefore, this paper focuses on the overall management of Company A, analyzes the first-line employee turnover from a systematic perspective, and then draws concrete methods and measures to control the first-line employee turnover. It can be explained from the following points.
catalogue
Chapter two: the current situation and reasons of staff turnover in A line. PAGEREF_Toc255998504
2. 1 Current situation of front-line employee turnover. pageref _ TOC . 56860.8886888866 1
2.2 The reasons for the loss of frontline staff. PAGEREF_Toc255998506
Chapter three: the train of thought to solve the brain drain of a front-line employee and the solution to the brain drain problem. This is a good example. 18960.6886868686 17
3. 1 Ideas to solve the loss of certain front-line employees. pageref _ TOC . 56860.8886888866 1
3.2 The reasons for the loss of frontline staff are broken down one by one. This is a good example. 18960.6886868686 17
Chapter IV Countermeasures to prevent the loss of front-line employees. PAGEREF_Toc2559985 10
4. 1 the premise of the solution. pageref _ TOC 255995 1 1
4.2 Preparation of solution. PAGEREF_Toc2559985 12
Chapter V Conclusion.
References.
Chapter 1 Introduction
The best service is the life of an enterprise, the magic weapon to create profits and the abundant capital for competition, which mainly comes from scientific management and the efforts of employees-Zou Jinhong.
With the improvement of China's socialist market economic system and the improvement of people's living standards, the retail industry has also achieved unprecedented development. From the horizontal integration of retail enterprises to the vertical integration, from shopping malls to supermarkets to virtual network sales platforms, the development of online paper network in retail industry has become the general trend and the competition is becoming increasingly fierce. Therefore, in such a big environment, the survival of enterprises depends not only on the development of sales channels and the construction of platforms in Baidu.com =/www.qianluntianxia.com, but also on providing quality services to customers. As the main body of enterprise terminal service, store employees play a vital role, so how to manage our front-line employees is an urgent problem to be solved. We must admit that high-quality front-line employees are scarce resources for enterprises and even society. How to reduce the loss of high-quality resources? For every ordinary employee who has been trained in the company for many years, how to further improve his business skills, correct his professional attitude and improve his income level, so as to reduce the loss of human resources, is also something we need to seriously consider.
The second chapter is the current situation and reasons of the loss of some front-line employees. 2. 1 Current situation of front-line staff turnover
On average, about 5% of front-line employees leave their jobs every month. How much negative impact does such a high turnover rate have on sales?
2. 1. 1 2008 and 2009 were two consecutive years, and the peak of resignation appeared in August and September. June 10 to June 10 of the following year is the peak of winter boots sales, and it is also the interval of footwear sales for one year. Therefore, the sales tasks and labor undertaken by employees are much larger than usual, so it is not difficult to understand that August and September have become the peak of turnover.
2. 1.3 The length of service of resigned employees is concentrated in two stages: 1-3 months (probation period) and 1 year (already familiar with the company).
2. 1.4 The average salary of a well-sold brand is higher than that of a poorly-sold brand, and the price difference is even higher than that of the 500-mesh network, which shows that there are some problems in formulating the salary standards and reward mechanisms of various brands, and the difference is too great.
2.2 the reasons for the loss of frontline staff
As can be seen from the above picture:
There are many reasons that affect employee turnover, which is a systematic problem, so solving this problem is also a systematic project.
2.2. 1 employee screening
At present, the recruitment process in companies (especially front-line store employees) often takes two forms: internal introduction and social recruitment. The entry threshold of employees is low, and most of their careers lack planning, which leads to certain instability of employees themselves. The recruitment process is mainly divided into two parts: oral test and written test. Oral examination is used to observe employees' employment enthusiasm and employment goals and test employees' language expression ability; The written test mainly examines employees' awareness of the retail industry. However, the brain drain has become a fait accompli, so both interviews have become procedures and have not really played a role in screening talents. The main contradiction of the problem lies in the cost.
For example, suppose an employee who is not suitable for working in a store goes to the personnel department for an interview, and at this time, a brand store urgently needs an employee to join the work. HR knows that this interviewer does not meet the requirements of the company, and the store is in urgent need of employees. What are the factors that affect HR decision-making? It is the opportunity cost, that is, something that must be given up in order to get something. The human resources department will inevitably consider the opportunity cost of giving up the current interviewer. The biggest cost of giving up this interviewer is not the office time spent interviewing this person, but how much the sales of the store will be reduced in the future because of the lack of this employee, which will lead to the loss of the company's profits. Therefore, after weighing the gains and losses, rational HR will make such a decision: although this employee is not suitable for shop work, considering the lack of people in the shop, he will hire this employee.
Although the above example is hypothetical, it is a simple model refinement of the real situation. This refinement reflects an important problem that we ignored in the interview process of front-line employees, that is, excellent employees are scarce.
Applying the concept of scarcity to front-line excellent employees means that the number of excellent employees in the retail industry is scarce compared with the number of enterprises (or brands and shops) in the entire retail industry. Because we neglected the understanding of scarcity in the process of screening employees, the screening mechanism of front-line employees has certain defects, which is also one of the reasons for the problem of employee turnover in the future.
2.2.2 People-oriented management
Store staff management has a clear management chain, that is, the brand manager manages the operation supervisor; The operation supervisor manages the store manager and the clerk; The store manager then manages the clerk. The number of brand managers and operation supervisors of a brand is limited, and there are many trivial things in the mall. The supervisor should not only supervise sales, but also coordinate various affairs. Therefore, to a certain extent, the supervisor cannot be required to care about every clerk and guide them home. Sometimes even because of work pressure, they can't calmly deal with the mistakes of front-line employees. Therefore, as the terminal manager of the enterprise, the store manager plays the role of communication, management, supervision, buffering, coordination and cooperation between the management and front-line employees of the company, which requires our store manager to be both a manager and an example for employees, and also a model and inheritor of corporate culture. In fact, we often pay attention to the sales indicators and ignore the humanistic indicators in the evaluation process of the store manager, that is, the degree of recognition of the enterprise, our future planning in the company and so on.
The power of thought is great. Practice has proved that almost all the embarrassments in life, whether in life, work or study, whether material or spiritual, are mostly caused by differences in spiritual strength. A heart that loves the enterprise can not only sell well, but also infect the employees around. The lack of store managers with excellent minds is also a major reason for the loss of front-line employees. In addition, our society has gone through the first decade of the new century, and people in the 1980s and 1990s have become the main source of social productive forces. Most front-line employees in our company are composed of post-80s and post-90s. Because of the different growth environment, they have their own distinct personality, so the old management methods and coordination methods are out of date, and our corporate culture can still be recognized by them. In the construction of humanized management in the company, this emerging factor can not be ignored.
2.2.3 Incentive policies
We are a listed company and need stable performance growth, so the main means to motivate employees to sell is the reward mechanism. At first, our salary was very competitive in the market, but with the progress of society, GDP kept rising, and the total social income and per capita net income were greatly improved. If the salary increase of our enterprise can't be equal to or ahead of the average social increase, the brain drain is of course inevitable. There is another situation, that is, although our salary level is not the highest, it is still relatively competitive in the market, so the problem of employee turnover should lie in the unreasonable reward mechanism.
The irrationality of the incentive mechanism is not caused by any one person, but by management systems including budget formulation, task allocation and incentive mechanism formulation.
1. Budget formulation: it is the source of the task. If a brand is saturated in the market, and we are still making the budget for the next year at the same growth rate, it will inevitably misjudge the production capacity of each store, which will lead to the failure of employees to complete the expected tasks, resulting in a decline in work enthusiasm, and it is inevitable to leave over time.
2. Task allocation: Which store has a heavier task and which store has a lighter task, we should not only consider the sales data of the store in the same period, but also consider the growth of the store and various uncertain factors. Unreasonable task assignment will inevitably affect the quality of task completion and the fluctuation of employees' emotions. Persistent uneven task distribution will not only affect employee turnover, but also damage the harmony and cooperation among front-line employees.
3. Incentive mechanism: Of course, the wage difference of employees in the store is an inevitable incentive measure to encourage employees to work hard, but how to grasp this difference and better promote the enthusiasm of employees is a science. Handle well, can promote sales and improve work enthusiasm; On the contrary, the light is the loss of employees, and the heavy is the destruction of employee harmony and even brand image.
2.2.4 Competitors take advantage of this opportunity.
The first three reasons can be regarded as the enterprise's own reasons, but if the internal problems are not solved in time, it will often give competitors an opportunity. The competitors in the retail industry are in a relatively open information environment. First of all, the product prices, activities and brand values of all brands are open. Secondly, because competitors' stores are all on the same sales platform (department store or supermarket), the salary between employees can also be regarded as public information. This provides two possibilities for employee turnover: first, when our employees have problems with brand identity, they will look for competitors who agree with brand value. Second, when competitors find a "scarce resource" among our front-line employees, they will use the way of profit temptation to dig corners.
Chapter III Ideas for Solving Brain Drain of Front-line Employees and Overcoming Brain Drain 3. 1 Ideas for Solving Brain Drain of Front-line Employees Internal reasons: Front-line employees are the terminals of enterprise management chain and the nerve endings of enterprise management system. The loss of front-line employees is not only a problem in a certain link of enterprise management, but also a management loophole in the whole system. External reasons: there are problems in the enterprise. In the retail industry where information is relatively open, competitors will certainly take advantage of the fire and steal our intangible assets-first-line excellent employees. Therefore, when dealing with the problem of employee turnover, we should base ourselves on the development of enterprises, analyze the crux of the problem with a systematic way of thinking, and find out and solve the main contradictions.
In view of the problems found in the first chapter, the following measures are taken to solve them.
3.2 The reasons for the loss of front-line employees are divided into three parts: 3.2. 1 Copy excellent employees.
As we have analyzed above, we don't know enough about the "scarcity" of excellent employees in the selection of employees. The personality characteristics of excellent employees are inevitably scarce. Because of the lack of personality test in the test of new employees, the increase of labor cost and the improvement of sales performance are not obvious. In fact, it is difficult for HR to choose front-line employees. The cost of finding a suitable employee = a lot of time+the decline of store sales (within a certain period of time)+employee dissatisfaction. The key to solve this problem is to find out what kind of people are suitable to be front-line employees. Give full play to the advantages of enterprises. We have many brands and a large number of shop assistants, so there must be many excellent employees. We will do personality tests on these employees and find their similarities in personality. These similarities must be the necessary factors to become excellent, and these factors will also become the reference standards when recruiting employees again, so as to achieve the purpose of copying excellent employees and filtering out employees who are not suitable for front-line work. This not only gives full play to the advantages of * * company in the number of personnel and brand, but also explores the personality characteristics of excellent employees, and also improves the employee selection process, that is, joins the link of personality test.
3.2.2 Combining with the characteristics of employees in the new era, we should improve and adjust the propaganda mode of corporate culture, and enhance employees' sense of identity with the enterprise.
An expert's summary of the post-80s and post-90s personalities: full of confidence but fragile, full of ideals but unwilling to be ordinary, paying attention to rights protection but often limited, spending independently but accustomed to keeping up with the joneses, eager for peer friendship but full of contradictions, fond of learning but burdened, actively using the media but easy to get out of control. It can be seen that emerging employees also have such outstanding advantages and distinct shortcomings. They are independent but blindly obedient, proud but timid, learning but not open-minded, and their ideals are unrealistic. Therefore, when selecting store managers, we should pay attention to their tolerance and patience while paying attention to sales, so as to bring new employees and lead them on the right path of life. From the above analysis, we can see that there is a point of convergence in adjusting the corporate culture suitable for the characteristics of employees in the new era and making employees in the new era agree with our corporate culture, that is, our store manager. How to choose a manager with excellent mind, sound personality and keeping pace with the times is one of the elements of corporate culture construction. Therefore, the following objectives must be determined. First, instead of frequently recruiting employees with average qualifications, it is better to spend time training a manager with excellent qualifications. Second, the store manager must agree with the corporate culture, and it is best to have his own unique views on the corporate culture. You should also know the brand culture of the brand you are responsible for, so that you can have a sense of brand responsibility and belonging. Third, willing to learn new things, willing to teach sales skills to employees, and actively provide help in work and life. Fourth, during their tenure in the company, they have their own clear career plans, and the company should also provide them with the necessary conditions to realize their career plans. Store manager is the core contradiction of enterprise culture construction. Appointing a competent store manager is the main way to solve the reason why front-line employees leave because of the lack of brand identity.
3.2.3 Reasonable stress management
The formal definition of stress is the individual's psychological and emotional response to stimulation, which forms the individual's physiological or psychological needs and produces uncertainty. When something important comes, this uncertainty will come into play and individuals will lose control. These stimuli are called stress stimuli, which can lead to two kinds of interactive emotions, namely, frustration (failure to achieve goals, for example, because of lack of sufficient resources to complete the expected construction period) and anxiety (fear of being punished by discipline for not completing the construction period). Stress response: At the beginning of stress stimulation, people begin to feel panic and helplessness, and are confused about how to deal with stress stimulation. Sometimes people will give up, but most of them will go to the next stage: resistance. At this stage, people begin to cheer up and decide how to deal with this problem. If the stress stimulation continues and exceeds the human body's resistance, then people will enter the third stage: fatigue. Through expert analysis, combined with the previous analysis of the length of service of employee turnover rate, it can be concluded that when employees enter the probation period (1-3 months), the employees who leave because of work pressure account for 28.33% of the employees who leave all the year round, while when they work for about 1 year, the continuous pressure causes the employees' work enthusiasm to dry up, and the length of service is 1 month.
The above analysis shows that our enterprise has great problems when formulating tasks for employees (of course, it does not rule out the factors of poor pressure resistance of emerging employees).
First, we should be more scientific in budget formulation. We are a listed company, and maintaining sales growth is an inevitable requirement. From the perspective of the city, the budget should not only synthesize the sales data over the years, but also take into account the saturation of the city market, the changes of competitors' marketing methods and many other factors, fully predict the opportunities and risks in the next year, and do not subjectively estimate the sales in the next year.
2. Regarding the assignment of tasks, judging from the stress response diagram and the monthly distribution of employee turnover in Tianjin in 2009, the tasks in February-March should be appropriately reduced, which is the off-season of sales, and there will be many new employees after the year. Too many tasks will stifle the sales enthusiasm of new employees and lead to employees leaving.
Third, in the reward mechanism, it is suggested to distinguish between new and old employees. New employees are sensitive to pressure because of their unskilled sales skills and poor brand awareness. Therefore, the reward conditions for new employees should be appropriately relaxed, so that they can smoothly pass through the stage of fear and enter the stage of reasonable pressure suppression.
Fourth, in the face of difficulties, we should give more incentives, support and help to shops and employees, so that they can actively face pressure and establish confidence and courage to overcome difficulties.
3.2.4 Strategic adjustment to win over competitors' employees.
On the one hand, we need to adjust the original wage system and incentive measures to make them more inclined to support the development of outstanding employees, thus attracting more outstanding talents;
On the other hand, we should have a pair of eyes to find "scarce resources". The competition between competitors is not only limited to the competition of market share, but also exists in the competition of first-line excellent employees. Our direct sales managers should be good at discovering the high-quality resources of competitive brand stores and take them from themselves through reasonable and legal means. The cost spent on this must be much lower and faster than the cost of repeatedly recruiting employees with uncertain ability.
Chapter IV Solutions to Prevent the Loss of Front-line Employees 4. 1 Assumption of the solution
Through the above analysis of the loss of front-line employees, the crux of the loss is found out, and several solutions are put forward for each crux. Therefore, we really need to work out a solution that can keep front-line employees working stably and actively and effectively prevent employee turnover.
First of all, we must make an assumption: our wage level is relatively competitive in the market, that is, our wage level in the shoe market is in the upper-middle position. The reason for this assumption is that the entry threshold for front-line employees in the retail industry is low, and any competitor may use various methods to raise employees' wages to plunder the quality employees of * * company. Faced with this competitive environment, a company with many self-owned brands and agency brands can't compete with some "small but clever" competitors in employee competition by greatly raising the wages of front-line employees. On the other hand, we can set the wage standard in a reasonable and competitive position (as we have done in the past few years). Therefore, our solution focuses on the improvement of company management system and the inheritance and development of corporate culture.
4.2 Preparation of solution
In the above article, it has been emphasized that the problem of employee turnover should be analyzed from a systematic perspective. Therefore, we must start with the company's management system to control the loss of front-line employees. In front-line staff management, there are two core departments whose work contents and reward mechanisms are worth discussing, namely, personnel department and operation department. In the past, the personnel department only undertook the recruitment of front-line employees, and the turnover rate and quality of employees did not directly participate in performance appraisal. The operation department is responsible for the management of front-line employees through the management chain of brand manager-operation supervisor-store manager-front-line employees, but the performance appraisal indicators of managers at all levels in the operation department pay more attention to the completion of sales tasks and completely ignore the assessment of employee turnover. Therefore, in the future work, strengthening the assessment of employee turnover in two departments is the main way to control employee turnover. Personnel Department: A talent reserve award can be set up. The first type: on seniority. It is assessed once every six months, and the proportion of employees who have worked continuously for more than 6 months, employees who have worked 1 year, employees who have worked for more than 2 years and employees who have worked for more than 3 years is assessed. . . . . . And so on, supplemented by different degrees of rewards and punishments. The second type: quality evaluation. The training department will issue a question every year to assess the mastery of new employees' business skills in the past year and the proportion of employees with high scores, supplemented by rewards and punishments. The higher the proportion, the more high-potential employees are recruited and the higher the quality. (Of course, training departments should also set up talent building awards to encourage them to train high-quality employees). The performance appraisal of each management in the operation department should also include the assessment of employees' resignation, and their assessment can be judged by the average length of service. The brand manager is responsible for a brand, and the average length of service of front-line employees of the brand will affect its performance accordingly. Similarly, the average length of service of employees in some stores will be assessed by the operation supervisor, and the average length of service of employees in a store will be assessed by the store manager. Through the above interlocking reward and punishment mechanism, the loss of front-line employees can be controlled to some extent.
With the continuous expansion of enterprise scale, there are more and more shops and employees, paying attention to the improvement of sales profit and ignoring the inheritance of corporate culture. "It is very important to support every brick of a high-rise building; It is important that everyone should support a huge enterprise. " It can be seen that caring for our front-line employees is the source of power to maintain a healthy and sustainable development of an enterprise. In the past, employees would only talk to familiar store managers or supervisors to solve problems.
Note: The papers in the world are for reference only.
On the loss of front-line staff and its countermeasures
-Systematic analysis of employee turnover
Name of Team Leader: Li Junhui
Date of submission: 2065438+February 22, 2003
abstract
On the whole, the front-line employees of terminal service providers in the retail industry represent a banner of the enterprise. Having high-level front-line employees can not only promote sales, but also play an important role in enhancing the corporate and brand image. However, with the continuous improvement of China's marketization, more and more enterprises set foot in the retail industry, and their brands are becoming increasingly complex. At the same time, high-level front-line salespeople become scarce resources, which also leads to the increasing mobility of front-line personnel. A high degree of marketization is a double-edged sword for the retail industry, which enables enterprises to easily obtain more labor from the market, and at the same time bears the risk of losing their trained employees at any time. Therefore, this paper focuses on the overall management of Company A, analyzes the first-line employee turnover from a systematic perspective, and then draws concrete methods and measures to control the first-line employee turnover. It can be explained from the following points.