Why do people in enterprises lose their jobs? How to deal with the brain drain of these enterprises? The following are eight ways I have sorted out to solve the brain drain in enterprises, hoping to help everyone.
1, personnel recruitment
Try not to recruit employees with high job-hopping rate. These employees usually have no sense of responsibility and loyalty to the store and the collective, and often leave immediately because the franchise store cannot meet one of their needs. Therefore, franchisees should pay attention to knowing people when recruiting people.
2. Employee treatment.
Employees often leave because of treatment. Franchisees can improve the treatment of employees according to the industry situation and retain capable employees. Of course, franchisees can't give employees much higher wages than the industry in order to retain employees, which will cause great economic burden to franchisees themselves.
3. Strengthen the cultivation of employee loyalty.
This is the fundamental solution to the large turnover of employees. Employee loyalty can not only directly determine the employee's job performance, maintain the stable relationship between employees and franchisees, but also effectively reduce the replacement cost of franchisees, thus enhancing the core competitiveness of franchisees. Franchisees can train employees on the job regularly, help them plan their careers, or create a good working environment for them to cultivate their loyalty.
4, lower the goal
You don't think it will put pressure on the clerk, but the target is there! The goal is not half completed, indicating that the employees who just came to the store have no confidence in this store. Just opened, the daily performance is actually 50% of the target achievement rate, and the clerk is under great pressure and has no confidence. On the contrary, a new store must let the clerk gradually build up self-confidence and sense of accomplishment from the beginning.
5. Set up some small bonus incentives.
Establish some short-term cash and small bonus systems linked to sales performance. For example, one-piece designated sales reward 3 yuan will be cashed in one week; Early/late single reward 5 yuan, cashed on the same day; 5 yuan rewards more than 2 joint names or a single pen 1000, and can be cashed in one week. (The specific reward amount will be determined according to the actual situation and sales situation). Reminder is that the bonus amount does not need to be too high, but it should be easy to get and the redemption period should not be too long. In addition, the bonus mechanism should not be set to be permanent. First inform everyone of the execution time period of each bonus. Only two kinds of bonuses can be executed at the same time period, and then adjust them according to the situation.
6. Maintain a high basic salary and a moderate commission coefficient.
When the performance is not good, the strategy of high basic salary is correct, which will help you attract people to apply when recruiting. But there is no need to set too high a commission coefficient, because if the performance is done late, the downward adjustment of the promotion coefficient will lead to the resistance of the clerk.
7. Establish an effective incentive system.
Incentive system is one of the commonly used systems for franchise stores to manage employees, which can improve employees' enthusiasm and standardize employees' behavior, but we should pay attention to measures and methods when implementing and executing it:
First of all, do not encourage the implementation of "one size fits all". Not every employee has the same pursuit. When implementing the incentive system, dealers should not use the same incentive measures for all employees.
Secondly, ensure the effectiveness of the incentive system. The establishment of incentive system is mainly to improve the enthusiasm of employees and standardize employees. Every incentive is to move forward to a further goal. Through the incentive system, each employee is correctly evaluated, and then the corresponding incentive system is formulated in a targeted manner, and continuous improvement can make the incentive play its greatest role.
8. Transfer 1-2 part-time support from sales experts.
If the employees are too new, it is still difficult to improve the store performance quickly. You can transfer 1-2 sales experts from other stores for short-term part-time jobs. It not only has an atmosphere, but also teaches new people and gives them confidence: it is not that difficult to do sales.
Causes of brain drain in enterprises
First, the status quo of brain drain in private enterprises
If the brain drain problem is not solved in time, it will greatly affect the further development of private enterprises. Under the condition of socialist market economy, the labor market is becoming more and more mature, and the market spontaneously allocates such a resource as talents, so the flow of talents will be more frequent, and enterprises will inevitably have the flow of talents. Normal talent flow will inject fresh blood into enterprises, thus maintaining vitality and creativity.
However, once the employee turnover is too frequent, it will lead to a shortage of skilled employees, a decline in production capacity, and easy to breed unstable factors, and its negative impact can be imagined. Private enterprises are economic organizations that emerged in China in 1980s. After more than 30 years of development, they have begun to take shape, including a number of well-known enterprises at home and abroad.
However, in the talent competition with international multinational companies, there is brain drain in private enterprises to varying degrees, and the current employee flow in private enterprises is unreasonable.
First, the wastage rate is too high;
Second, a large proportion of brain drain personnel are middle-level managers and professional technicians, who have unique professional knowledge and management experience and are the backbone of enterprises.
Therefore, a high proportion of staff turnover not only takes away business and technical secrets, but also customers, causing direct economic losses to enterprises. Moreover, it increases the replacement cost of human resources, affects the continuity and quality of work, and also affects the stability and loyalty of on-the-job employees. If it is not controlled, it will eventually affect the potential and competitiveness of sustainable development of enterprises.
Second, the reasons for the brain drain of private enterprises
"Human resources are the first resource of an enterprise", and talents are the most precious wealth of an enterprise. Any private enterprise does not want its staff turnover rate to be too high, which will affect the development strategy and organizational goals of enterprises and organizations.
At the same time, employees hope to have a stable source of income and don't want to flow too fast, which will lose time and energy and is not conducive to career development. There are many reasons for the brain drain of private enterprises, mainly the following:
1. Privatize the concept of property rights.
In many private enterprises, the ownership and management rights of private enterprises are in the hands of individuals or families, and most of them are paternalistic management with highly unified ownership and management rights. In their eyes, enterprises are only tools for personal or family welfare, and they are accessories subordinate to individuals or families.
Even though private entrepreneurs have regarded the enterprise as their own life, from the perspective of safeguarding the interests of individuals and families, most of the people they trust are blood relatives, and they occupy senior positions in the enterprise. Therefore, the concept of "private property rights" in this enterprise has greatly affected the cohesion and overall sense of the enterprise, and it is difficult for employees to cross the blood line and have a sense of identity with the enterprise.
As a result, the mentality of employees in private enterprises is becoming more and more serious. "Stay if you agree, and leave if you don't agree" has become a standard for employees in private enterprises, and the relationship between business owners and employees has become a game relationship of "you are good to me first, and I will be good to you". In this case, it is impossible for employees in private enterprises to have high loyalty, and frequent job-hopping is inevitable.
2. Private employees lack the necessary development space and growth opportunities.
At present, growth opportunities and development opportunities have gradually become the primary conditions for many outstanding talents to choose enterprises. As far as private enterprises in China are concerned, the growth opportunities and development space provided by enterprises for employees are still very limited.
Mainly manifested in:
First, the development prospect of the enterprise itself is uncertain. Because many private enterprises in China have serious short-term behavior and speculative psychology in business strategies and means, they have no long-term development strategic goals at all, which leads to unclear development prospects of enterprises and makes employees feel no development prospects and no sense of security.
As employees of enterprises, the development prospects of talents are often closely related to the development prospects of enterprises. Therefore, some employees who pursue self-realization will inevitably choose to leave.
Second, the training opportunities provided by enterprises for employees are very limited.
On the one hand, the decision-makers of enterprises hold incorrect attitudes towards training. Most entrepreneurs are not easily persuaded. In their eyes, the training courses in society are all fraudulent and useless. For middle-and low-level managers, the decision-makers are worried that enterprises do not have strict restraint mechanisms for them, and once they are trained, these people will jump ship.
On the other hand, private enterprises lack systematicness and long-term training development, especially in the distribution and recovery of training fees, which makes the input level of personnel training fees low and the benefits not significant enough. Therefore, the construction of corporate culture and the improvement of employees' quality have become empty talk, and the construction of managers cannot make substantial progress.
3. Internal management is chaotic.
Many private enterprises in China still do not have an effective management system because of unstable economic environment, insufficient technology, capital and manpower, and unequal products. The lack of system leads to internal management confusion, poor process and unclear job responsibilities.
Employees will be at a loss as to when the work should be done. How? What can be done to meet the requirements of enterprises? Even if employees work hard, it is difficult to get recognition. This kind of environment makes those employees who want to do a career unable to play their role well, and often leave after the probation period.
4. Lack of reasonable incentive mechanism.
There are two kinds of incentives here, one is material incentives and the other is spiritual incentives. Material incentives mainly refer to the company's salary and welfare, while spiritual incentives are mainly reflected in verbal praise and opportunities for training and promotion.
If the company's salary is lower than the industry average, it will affect the enthusiasm of employees to a certain extent, thus affecting their performance. In the long run, the staff turnover rate will increase.
People are economic people, social people and self-actualized people. If the company has been using external recruitment to fill vacant positions, the existing employees of the company will feel that their contributions have not been recognized by the company, and in the long run, they will resign.
In addition to the above reasons, the lack of job security, unreasonable salary structure of individual enterprises, high work standards and excessive work intensity have also led to employee job-hopping to varying degrees. But overall, the main reason for the high employee turnover rate is that the management of enterprises is not in place.
Third, the private enterprise brain drain problem countermeasure analysis
According to the analysis of the reasons for staff turnover in private enterprises, we can know that to retain talents, we must re-examine the management concept of enterprises, build a scientific management system and create an attractive enterprise environment, so as to fundamentally solve the problem of staff turnover.
1. Establish a modern enterprise system and improve the internal management of enterprises.
Clear property rights, clear rights and responsibilities, separation of government from enterprise and scientific management are typical characteristics of modern enterprise system. However, for a long time, everyone thought that the property rights of private enterprises were clear, which led many people not to realize the ownership of private enterprises. At the same time, property rights also mean the structure and level of the company.
However, the capital of China's private enterprises has a strong "trilateral" property right, that is, consanguinity, kinship and geography, which makes the property right of China's private enterprises have a strong patriarchal nature and is also an important factor that hinders China's private enterprises from establishing a modern enterprise system and establishing a scientific and effective decision-making and management mechanism.
Scientifically divide the rights and responsibilities of stakeholders such as the "three meetings" and the general manager, and improve the binding mechanism among stakeholders; And introduce external independent directors to give full play to the expert advisory role of independent directors. Therefore, building and perfecting the management system of private enterprises in China is the primary measure to avoid brain drain.
2. Establish a "people-oriented" corporate culture spirit.
Corporate culture is a value norm recognized by all employees in the long-term production and operation activities of enterprises. Excellent corporate culture has a good incentive, restraint and cohesion for employees. It can closely link employees with enterprises, drive employees to set clear goals, and keep pace with enterprises in the process of striving for this goal, so that every employee has a sense of belonging and honor.
Therefore, shaping excellent corporate culture is one of the important measures to retain people. To build a truly excellent corporate culture, we must start from three levels of corporate culture: material level, system level and spiritual level.
In daily management, we should be people-oriented, understand people, respect people, care about people and achieve people. We should start with the details of fully trusting employees, caring about their sufferings and solving problems for employees, and establish deep feelings between employees, employees and enterprises, and employees and business owners, so that employees can truly feel a sense of belonging and are unwilling to leave the enterprise easily.
3. Standardization of internal management.
The confusion of enterprise management and employees' confusion is one of the important reasons for brain drain. Therefore, in order to create a good environment to attract talents, we must realize the standardized management of enterprises and establish a perfect enterprise management system.
First of all, there must be a strategic and practical human resource planning. According to the business development strategy and the actual requirements of the enterprise, the enterprise should restrain the specific plans of human resources recruitment, training and promotion, and let employees know these plans and plan information as much as possible, so that employees can make their own development plans accordingly, so that employees can feel that they still have development opportunities in the enterprise, which is helpful to improve the retention rate of employees.
Second, it is necessary to carry out post analysis and clarify the responsibilities, powers and working standards of each post. Not only can every employee clearly and orderly perform their respective duties, but also through scientific design and comprehensive balance, the employees' injustice and excessive work pressure 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 various knowledge and skills, provide opportunities to realize their personal expertise, and lay a ladder for career development.
4. Establish an institutionalized restraint mechanism.
On the one hand, enterprises should create a good development environment for employees and increase their attractiveness. At the same time, it is also necessary to formulate relevant systems to manage and control the flow of employees.
First of all, the labor contract system can be implemented. During the contract period, the enterprise can't dismiss employees without reason, and employees can't leave the enterprise without authorization.
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.
You can also sign a training contract in advance to clarify the service life and liquidated damages after receiving the training, so as to avoid the loss that enterprises spend a lot of training fees but can't keep people, and 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 them to share shares with capital or their own human capital, so that employees and enterprises can share benefits and risks, which is conducive to the stability of employees. This measure is widely used in developed countries and has the reputation of "golden handcuffs".
;