How to retain employees' documents is a key issue for enterprises. The market competition is fierce, and professional and technical personnel are the focus of competitors' competition. Brain drain is heartbreaking. Let's take a look at how companies keep employee files.
How do enterprises retain employees 1 1? Talent development and training
Many employees of state-owned enterprises have made great achievements since they started education and training, reaching an unprecedented scale. For these people, both work skills and personal qualities have been greatly improved.
But why is there still brain drain when enterprises are trying to develop and train talents? At present, most of the talent development and training in state-owned enterprises lack long-term planning, with more short-term on-the-job training and less long-term development and training.
Training is not targeted, training quality is not high, theoretical training is more, and practical training is less. In the case of high brain drain rate, excellent management and technical personnel will inevitably have an impact on the economic benefits and long-term development of enterprises without paying attention to the training and development of in-service middle and high-level managers and young technicians.
Among them, the cultivation of the younger generation has fallen into a blind spot. In many cases, the education background, working years and education background become the absolute factors that determine the trainees. This makes many working young people unable to see their opportunities in the enterprise and feel that they are recognized. There is a feeling that the future is bleak, and many people have chosen "job hopping".
When developing and cultivating talents, enterprises should not stagnate in talent training and development because they are afraid that talents will leave the enterprise after training and development. On the contrary, we should pay more attention to the development and training of talents, on the one hand, improve the technical skills and knowledge level of existing talents, and let them have a sense of existence in the enterprise.
On the other hand, through development and training, reserve a group of reserve talents in some key technical positions and management positions to prevent and reduce the adverse impact on enterprises caused by the sudden departure of key talents currently in service.
Second, the salary and welfare management
(1) Salary management
Different employees are motivated in different ways, for example, young employees pay more attention to having autonomy and innovative working environment, middle-aged employees pay more attention to opportunities for work and career development, and older employees pay more attention to job stability and company welfare policies.
Enterprises can't motivate all employees in the same way. Therefore, before drawing up every incentive plan, we should take the time to understand the different needs of employees at all levels, so as to get twice the result with half the effort. Only in this way can we better retain talents.
While paying high salaries to middle and senior talents, we should also try to implement measures such as annual salary system and employee stock ownership.
① Annual salary system.
The annual salary system mentioned here is a lagging annual salary system. Enterprises can be divided into grades according to the responsibilities of middle and senior talents, and each grade gives a different annual salary. Only a small part of the salary was paid in that year, and the rest was settled and paid after five years or more. This can not only play a cohesive role for middle and high-level talents in enterprises, but also enable them to consider higher cost losses while choosing to "jump ship".
① Employee stock ownership.
Employee stock ownership can stimulate employees' pursuit, make employees proud of the growth of the enterprise in their hard work, increase their wealth, and thus stimulate their enthusiasm for work.
You can let middle and senior managers and core technicians hold a certain number of shares in the enterprise, and bind them with the enterprise to form a real interest group, so that these talents can feel that they are both shareholders and employees. Work not only for the enterprise, but also for yourself, so as to enhance the internal cohesion of the enterprise and reduce the turnover rate.
(2) Welfare management
In order to retain and compete for talents to the greatest extent, it is not enough to rely solely on salary, but also to put welfare on the agenda and retain talents with considerate welfare network.
Some enterprises implement low wages and high welfare, and the overall welfare level is still very high compared with other types of domestic enterprises, which is their greatest advantage in talent competition. The current welfare mainly involves life and health, such as housing accumulation fund, living allowance, central heating and gas supply, old-age insurance, medical insurance and so on.
While attracting and attracting talents, state-owned enterprises also attach great importance to their own high welfare, and the sum of various welfare expenses can generally reach 0.50% of employees' wages.
Today, people pay more and more attention to the quality of life, and enterprises can pay attention to the following aspects in the process of improving welfare in the future:
(1) paid vacation.
More and more people advocate freedom and comfort. "Golden Week" makes more people choose to stay at home instead of going to the market. Enterprises should provide extra "holidays". Let employees fully enjoy life, at the same time let them feel the care of the enterprise and work harder for the enterprise.
The object of vacation should not be determined by seniority, but by contribution to the enterprise, thus breaking the status quo of seniority in oilfield enterprises.
(2) Welfare policies are appropriately tilted towards youth groups.
The brain drain of enterprises is nothing more than high-tech talents and youth groups. The former is because they found a better platform to show their talents, and the latter is to find a better platform to show their talents. The future of oil fields is more often determined by youth groups, but most enterprise benefits are rarely reflected in youth groups.
To keep these people, we must tilt our policies. For example, migrant workers should be provided with appropriate housing subsidies and given a certain amount of family leave every year, which fully reflects the importance that enterprises attach to retaining them.
Third, career design
Enterprises should establish a set of internal promotion paths (including several promotion routes) in advance. Different types of employees have different promotion routes, which are called "career ladder" (such as technicians and managers).
After the new employee arrives at the enterprise, the department head or the personnel of the human resources department should interview the employee about his career design. Inform employees of the promotion system and route of the enterprise, and understand employees' positioning of their own career development direction.
At the same time, he designed his own career development path by combining the requirements of enterprises for employees and their specialties and abilities. Through the interview of career design, employees can have a clear understanding of their future efforts and make contributions to the enterprise in the process of pursuing career development and realizing self-worth.
If the enterprise lacks career planning, many excellent employees will feel like chess pieces and don't know what to do next. In particular, enterprises cannot guarantee the lifelong employment of employees, and employees must maintain their "application ability". Once the growth of employees within the enterprise can't keep up with the external development, it is possible for them to resign. Therefore, career design is an important factor for enterprises to retain talents.
In short, if an enterprise wants to retain talents, it needs many efforts, which can be summarized as follows: attracting talents with generous treatment, condensing talents with scientific system, inspiring talents with excellent environment, and moving talents with sincere feelings. These aspects complement each other and are indispensable.
After communicating with talents, timely reflect the problems reflected by talents. What can be solved immediately in the short term, and what can't be solved in the short term, should be promised to be solved within a certain period of time, so that talents can feel that they are the masters of the enterprise, eliminate most of the complaints of talents to the maximum extent, and strive to eliminate the intention of talents naked resignation.
How do enterprises retain employees? Paper 2: Formulating a reasonable wage standard.
Enterprises should formulate reasonable wage standards, coordinate the relationship between responsibility, right and benefit as much as possible, so that employees can get a corresponding return after paying, and let employees think that his contribution is worthwhile to a certain extent.
Pay attention to the implementation of the policy system
As a developing enterprise, Mr. Li Huifang thinks that the company should not have too many systems, but should pay attention to implementation, implement every system, and make corresponding adjustments to the system according to the actual environment in the work. Because in practical work, as employees, everyone likes to work freely on a large scale. Too many systems in enterprises will also make employees bored and cause brain drain.
Strict management while not forgetting gentleness.
As managers of the company, we should be strict in our work, but we can't pretend to be managers after work. We should be friends and relatives of employees, help them solve their worries and care about their work and life at any time. Only in this way can we retain talents, unite many talents around the company and do our work better.
Establish a reasonable company management system
While doing a good job in management, we should create a good learning environment for employees within the company, so that employees can constantly learn new knowledge and technology at work, enrich themselves at work and prepare for their next promotion.
Establish a reasonable employee promotion system
A reasonable employee promotion system will give employees opportunities for continuous development in the company, and strive to give certain incentives to employees who have been in the company for a long time to encourage employees to work in the company for a long time, because a good old employee's working ability can be comparable to that of two new employees, and the company can also save training for new employees, thus reducing labor costs.
How do enterprises retain employees? Paper 3: First of all, we should formulate a reasonable and legal enterprise salary system. Salary is an important consideration when most people choose a job. To retain employees, a reasonable and legal salary system is essential. There should be rewards and punishments, so that employees can get benefits and won't feel that they are working too much and too little.
It is very important to establish a good corporate culture. For young people in the new era, sometimes wages are not important. The key is that the corporate culture is better, and it will stay if it matches itself. Therefore, as a manager, it is also very important to establish a good corporate culture, which can help you retain employees.
Give employees reasonable and effective promotion space. In fact, as a professional, what I fear most is that I can't see hope, and I don't know what position I will eventually reach and what results I will get after my efforts. Therefore, in order to retain employees, it is necessary to give employees reasonable promotion channels and know how to work hard.
Conduct regular training and study for employees. Now most people have their own ideas. If they want to achieve more, they need to keep learning. If enterprises give employees the opportunity to study and train, they can also keep them.
Communicate with employees frequently, don't condescend, especially your direct subordinates, and communicate in time. Effective communication methods and frequencies between superiors and subordinates will also help enterprises retain employees and make them work harder.
Give employees the opportunity to show their talents and learn how to use people to really retain employees. Everyone has his own advantages and disadvantages. As a manager of an enterprise, you must learn how to really employ people, so as to retain employees, and let employees develop their strengths and avoid weaknesses in their work and gain more sense of accomplishment.
Help employees in time, especially potential employees. People who are new to the workplace want to succeed, but they have limited helpless ability or limited knowledge, so they often run into a wall or encounter difficulties and problems. As a manager of an enterprise, if you want to retain employees, you need to help employees solve problems in time and give them correct guidance so that they can work better.