In recent years, the high staff turnover rate has been the main problem that puzzles most enterprises in China, especially some private enterprises which mainly focus on manufacturing. The author has consulted an electrical appliance company in Shanghai on human resource management. The leading product of this company is low-voltage electrical appliances, and now there is no independent brand, mainly for some large foreign customers. For manufacturing enterprises, grass-roots employees are the direct creators of profits. However, the author learned from the investigation that the turnover rate of grass-roots employees has remained high in recent years. Sometimes, employees recruited at the beginning of the month will be few at the end of the month. The most exaggerated thing is that one day 80 employees left, and the company paid a heavy price for it.
So how to effectively solve the problem of high employee turnover rate? Let's first analyze the reasons why employees leave their jobs:
1, the existing system makes employees have no sense of belonging.
The modern enterprise system points out that in order to make an enterprise have lasting vitality and become a "century-old shop", it is necessary to achieve "clear property rights, clear rights and responsibilities, separation of government and enterprise, and scientific management". Most enterprises in China are private enterprises, and most of them are family-owned enterprises. A typical feature of family-owned enterprises is that there is no reasonable separation of ownership and management rights. Shareholders and board members often serve as general managers and department managers, and professional managers are in the minority.
In this context, it is often difficult for professional managers to integrate into the company. They often feel that they are outsiders and wage earners, influenced and controlled by those shareholders everywhere, and their potential cannot be brought into play. Over time, they chose to give up and find another way out.
2. The existing salary system makes employees feel unfair.
Adams' equity theory holds that employees will compare their income with that of other employees. When they pay more than others, but their income is less than or equal to others, they will feel obviously unfair. In addition, he will compare his present income and pay with his past income and pay. When the ratio of his present income and pay is less than that of his past income and pay, he will feel obviously unfair. The direct result of these two kinds of unfairness is that employees demand to increase their income or automatically reduce their contribution to the company. When the company can't meet his requirements, it will have the idea of leaving.
Fairness in the modern sense includes not only internal fairness, but also external fairness. Internal fairness means that the salary should reflect the value of the post, that is, the salary of different posts varies according to the quality and ability requirements of the post. If the basic salary of R&D staff is the same as that of HR staff, R&D staff naturally feel obviously unfair for the simple reason that R&D requires higher quality and ability than HR staff. External fairness means that wages cannot be in a very low position in the same industry, otherwise employees will feel obviously unfair. If the company does not take necessary measures to eliminate employees' sense of injustice, after a long time, "Maxima" will reluctantly leave and find a new employer.
3. 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.
Booz Venture Capital (Beijing) management consulting company met such an employee when consulting a real estate company in Zhejiang. When we interviewed him, he showed dissatisfaction with the company and said that he had plans to leave. After in-depth understanding, the project team finally found the reason. He works in the sales department. Some time ago, he won a new customer for the company and received a big order. The department manager was very happy and promised him money, but after three months, he didn't keep his promise and praised him in front of his colleagues, which made him very dissatisfied. Another thing is that from the day he entered the company, the manager promised to reimburse him for his daily transportation expenses, but he hasn't reimbursed him for a month now. "Money is secondary, but you have to keep your word!" The employee added.
4. Lack of scientific management system.
With the development of enterprises, enterprises have higher and higher requirements for scientific and standardized management, and unscientific management has become a bottleneck restricting the development of most private enterprises in China. At the beginning of the article, the company that produces low-voltage electrical appliances in Shanghai mentioned by the author has such a problem. Now their customers are big customers, and their production capacity is determined according to the needs and orders of big customers. For a time, the demand of large customers for low-voltage electrical appliances was particularly great, and the company had to work hard to meet the needs of large customers. However, what we see is that the company has been implementing the one-shift system even in extraordinary times, and the direct result of this system is that grass-roots employees and some middle-level employees work overtime endlessly, sometimes the overtime time is as long as 10 hour a day, and overtime is not subsidized except the salary paid according to the normal piece-rate system. Overtime is too long, not only does the labor efficiency fail, but employees also breed dissatisfaction and leave their jobs one after another. Comparatively speaking, the two-shift system piloted by Delixi Group, the market leader in the electrical appliance industry, effectively solved this problem, not only avoiding the long-term fatigue of employees, but also retaining employees. More importantly, a reasonable competition mechanism is introduced among employees in different shifts, which effectively improves the work efficiency of employees.
5. Lack of necessary career planning.
This phenomenon exists in most private enterprises. Grassroots employees have no chance of promotion at all. They can only carry out basic operations forever, but they can't take up the position of managers. Some middle managers are minority shareholders of the company and are deep-rooted "elders". Although it is unlikely to climb up, its position is unshakable. The other part is professional managers, and a considerable part is "airborne troops". They have no shares, but the top management is occupied by major shareholders, so there is no chance of promotion.
There is a famous saying in ancient times: "A soldier who doesn't want to be a general is not a good soldier". Although not every soldier can eventually become a general, no soldier wants to be a soldier all his life. Employees can't see the hope of promotion, their enthusiasm will be lower and lower, and finally they choose to leave.
Of course, in addition to the reasons at the company level, there are also reasons at the industry level and the personal level of employees, such as the low profit rate of the industry and the physical condition of employees, but the latter two reasons are uncontrollable, while the reasons at the company level are controllable.
The life span of Chinese enterprises is short, with an average of only 6-7 years, and that of private enterprises is even shorter, with an average of only 2.9 years. In the world rankings, the position of Chinese in the rich list is much higher than that in the enterprise list, because the Chinese enterprise form is his own, not a pure enterprise form, which is also an important reason why enterprises are difficult to grow. Therefore, entrepreneurs must organize their own personal charm and resources, that is, they must be good at using two kinds of people, one is stronger than themselves, and the other is not as good as themselves, but many entrepreneurs are not as good as their own people, and those who are stronger than themselves dare not use them, which is very dangerous. Private enterprises can no longer ignore human resource management if they want to develop by leaps and bounds.
1. Why did the staff abandon you?
Abnormal employee turnover, such as recruitment and job-hopping, is common in enterprises, especially private enterprises. The consequences of abnormal flow of personnel are self-evident. The reason for the loss of employees in private enterprises is actually very simple. According to the investigation and analysis, there are roughly the following aspects:
-the work intensity is high and the burden is too heavy. The working hours of many enterprises are divided into morning, noon and evening, and the total working hours generally exceed 12 hour, as do middle-level cadres including department managers. The survey shows that most private enterprises have the problem of overtime or excessive labor intensity. Piece workers are paid according to the workload, while some technical and management employees often pay overtime symbolically or not. Managers of key technologies in some enterprises often turn on their mobile phones 24 hours a day and are on call. There is no doubt that the labor intensity of employees is far greater than that of ordinary state-owned enterprises and institutions. Even if there is some financial compensation, in the long run, employees will be unbearable and will inevitably choose to leave.
-heavy punishment and heavy work pressure. Since 1980s, private enterprises have accumulated a lot of management experience along the way. And this kind of "earth law" explored by business owners themselves, although effective to a certain extent, is mostly obviously lacking in science. For example, the punishment system is an important part of the management system of these private enterprises. Punishment involves the quantity, quality, factory discipline, wear and tear, code of conduct and other aspects of work tasks, and punishment is much more than reward. * * * The staff rules and regulations of a well-known clothing factory stipulate that technicians must work for six months, otherwise they will not be settled. In addition, 200 yuan was fined for being late, absenteeism and fighting. Similar regulations are written on a whole piece of paper, and the names of employees and workshop leaders are also signed below.
-employees feel that there is no future. The initial motivation for employees to apply for jobs in private enterprises is to get higher salary, but after the job is stable, they will consider personal development opportunities and future problems. This is more obvious in professional managers. In private enterprises, employees are generally employed in fixed positions, and there are few opportunities to rise from low to high. If an employee finds a company that can display his talents better, he will choose to jump ship.
-internal management of enterprises is chaotic. The internal management of the enterprise is chaotic, and there is a lack of basic management system, which leads employees to be at a loss and do not know what to do to meet the requirements of the enterprise. Because the boss has no clear work standards, it is difficult for employees to be recognized even if they work hard. "Enterprises are not standardized", where do employees feel safe?
Second, "covering the sky with one hand" will enter a "dead end"
Among the private enterprises in China, the old authoritative management mode is more popular. This kind of personalized, experiential and familial management can also play a beneficial role in the early stage of enterprise entrepreneurship. However, with the development of enterprises, this kind of family management has become a shackle that restricts the development of enterprises.
There is a story that can well illustrate this inertia effect. A baby elephant was tied to a tree by a thin hemp rope from childhood until it grew into an elephant. A child saw it and asked his father why the elephant didn't break free from the rope and run away. His father told him that because the elephant was tied by this rope when he was a child, he earned it many times and didn't break it, so he felt that he would never get rid of it. Until it grew into an elephant, it was still hung by such a thin rope.
Quite a few private entrepreneurs have become heroes of urban barbarism. They dared to carry out rigid system reform, were the first to eat crabs, and were good at using rules. They immediately won the "world". However, governing the world requires another set of "spells". Courage is the key factor in saying "the world", and managing "the world" needs management more. Therefore, some people concluded that "the first venture depends on courage" and "the second venture depends on reason". The wise fisherman in the Arabian story faced the devil with "infinite" power and successfully subdued it with a glass bottle. Now enterprise management also needs a glass bottle, which is actually a set of standardized enterprise management system, or mechanism.
If human resource management can't keep up, the development of private enterprises can easily fall into a "speed trap". Many of those closed enterprises are private enterprises with very fast development speed, such as Zhu San and Giant, so the key is whether they have the ability of sustainable development, not the speed and how to become bigger in a short time. The growth of enterprises depends on talents, but the integration of employees is a gradual process. An important sign of whether an enterprise is mature is whether the important positions of the enterprise are promoted internally, not recruited. Enterprises must develop step by step in order to integrate employees gradually. Just like building a dam, it needs to be sprinkled layer by layer and compacted layer by layer to be solid. And private enterprises should not be "shopkeepers" at the beginning of their business, because in this case, especially small enterprises, it is easy to get out of control. To strengthen employees' loyalty to the enterprise (which is very important for the development of the enterprise), it is necessary to establish a good internal control system and form the complementary resources of the enterprise, that is to say, each position is complementary and not everyone is indispensable.
3. Does the employee depend on the boss or does the boss depend on the employee?
Jiang Wei, president of Longfei Group, once reflected in Twenty Mistakes of the President that one of the mistakes of Longfei Group is that it has never made a serious strategic design of the talent structure, recruited talents at will, and did not have a complete set of rules and regulations for selecting and cultivating talents. Unreasonable talent structure leads to unbalanced development of various departments of enterprises, which often leads to weak planning and large market; Weak quality inspection and large-scale production; The unbalanced development of weak finance and large sales has caused the talent department to hinder the development of enterprises. Zhang said, the chairman of Shandong Tianda Biopharmaceutical Co., Ltd., that since Tianda started its business, I decided not to run a family business, and the management used foreigners and college students from all corners of the country. But I'm still in charge of the big things, and I'm still patting my head. After a few years, I feel that I can't do it, and "Tianda" has never been able to go to the management, which will be fatal.
Private enterprises are a new force rising in the tide of reform and opening up. Many enterprises have laid the foundation for starting a business in the fight of commodity economy. With the development and scale expansion of enterprises, the problems exposed in enterprises are becoming more and more obvious.
Not long ago, Mr. Mao, the chairman of the board of directors, said in his newly published book "Management Knot" that private enterprises are undergoing a process of transformation from traditional management to modern management, in which there are collisions, contradictions and blends, which cannot be generalized, but the most fundamental thing is to correctly handle the relationship between bosses and employees.
Mao said that many private entrepreneurs now generally report that people are difficult to manage, and the most fundamental reason is that the "relationship between bosses and employees" is incorrect. The object of management is people first. In the past, it was simple. When farmers come out of the fields, as long as they can earn money, they can eat anything, and they don't talk about any conditions. Most private entrepreneurs also adopt traditional management methods, paternalistic leadership, and pat their heads to make decisions. They regard employees as employees, tools and robots, and rely on people to rule. They have a system, but they are relatively extensive. This management model is suitable for enterprises with small scale, low education level, high labor intensity and low technical level.
Nowadays, the development of enterprises needs high-level talents, with many college students, ordinary workers at least high school students, strong democratic consciousness and changed demand concept. To realize self-worth, management must combine democracy with the rule of law. The characteristics of modern management are the core of people-oriented management, respecting people's needs in everything, mobilizing people's enthusiasm everywhere, and taking the realization of people's self-worth as the center of management. At the same time, it is necessary to separate ownership from management, so that the board of directors and the general manager can perform their respective duties. We should also formulate a set of perfect, scientific, reasonable and advanced management systems and methods.
Under such circumstances, if the boss's own quality does not improve rapidly, he will still stay in the era of "dare to fight, dare to fight and dare to rush", while the quality of employees will improve rapidly, the market will change greatly and the competition will be fierce, which will easily lead to collisions and contradictions. Therefore, modern management is people-oriented management, and the management of people must emphasize art, treat employees as social and cultural people, learn to respect employees' wishes and meet their needs at all levels.
So how should the boss's idea change? Mao suggested that the boss must change from the concept of "employees depend on the boss" to "the boss depends on employees". Without employees, there will be no boss, and we should think clearly about this from the bottom of our hearts. Establish a "people-oriented" management idea, how to mobilize people's enthusiasm, and take the realization of people's self-worth as the starting point for employers to employ people. There should be a perfect incentive mechanism and a reasonable distribution mechanism to mobilize people's enthusiasm. You can lock his heart by buying shares from the backbone. Create corporate culture and enhance employee cohesion.
Fourth, private enterprises should learn "people-oriented"
Western human resource management experts once said: "People are resources, not costs". In this sense, talent is an important resource for the development of enterprises, and everything in enterprises should start with people, who are the foundation for the success or failure of all activities of enterprises. Therefore, "people-oriented" means respecting everyone in the company, making good use of all capable people and cultivating all those who are willing to make progress. Only in this way can enterprises adapt to the fierce competition of market economy as a cooperative, United, efficient and innovative group.
Although some private enterprises recruit talents for the society, in order to reduce their own business risks and management risks, they still have to pay a certain talent risk deposit. For talents, it is not only a mistake of enterprises, but also a shame for them to pay part of the venture capital that is not shares. Therefore, with this condition, enterprises will undoubtedly shut out real talents, which is caused by the lack of market-oriented talent mechanism. In fact, the most important asset of a company is not money or other things, but human resources composed of every employee. The first corporate culture advocated by the world retail giant Wal-Mart is "respect for individuals". It can be seen that "respecting individuals" should be the premise of being kind to human resources. Without this, "people-oriented" is impossible. An important way to respect talents is to keep promises. Many private enterprises often promise very generous terms when recruiting. Once they are hired, they regard employees as slaves, ignore their sufferings, deprive them of their basic freedoms, arbitrarily deduct wages and bonuses, promise that many rewards will not be honored, and insist that employees are "willing to pay". You know, excellent talents will always find jobs with better income. If the income of employees in an enterprise is too low to support themselves and their families well, it will be a professional shame.
Employing people needs to cultivate people more. Many private enterprises often have such requirements when recruiting talents; More than 3 years working experience is preferred. Many private enterprise bosses have also said that shopping malls are like battlefields, and enterprises need practical talents. It's best to bring them in. They can take the lead. Enterprises have no time to train talents. Many private enterprises in China show the phenomenon of "can't afford to wait" in talent training. To put it bluntly, enterprises are unwilling to train talents. They always think that they have spent a lot of manpower and material resources to train talents. What about talent job-hopping? Isn't it both human and financial? This talent view of quick success and instant benefit is the fatal weakness of many private enterprises.
First of all, the discovery and use of talents cannot be separated from training. The so-called "no training, no talent" is precisely the truth. It can be said that there are many kinds of talents in China, but few talents really meet the needs of enterprises in China. Because the "combat weapons" used by enterprises in competition are different, the mechanism and environment of enterprises are even different. Enterprises do not provide all kinds of learning and exercise opportunities for talents, but require talents to master all kinds of martial arts. How can they find talent?
Today, with the development of modern science and technology, even if there are talents specializing in a certain field, they will only consume knowledge. Without the opportunity to recharge, their professional advantages will gradually be lost. Of course, in order to improve enterprise management and efficiency, it is necessary to maintain a certain proportion of brain drain rate. According to the estimation of relevant experts, the brain drain rate of excellent enterprises should be around 15%. However, the brain drain rate of many private enterprises in China is as high as 50%. The high brain drain rate makes employees lack a sense of belonging, which inevitably leads to short-term behaviors and behaviors that harm the interests of enterprises, and also increases the cost of supervision. Therefore, private enterprises attach importance to personnel training, and it is imperative to do a good job in personnel training.
The following Maslow theory may help you.
Maslow's theory divides needs into five categories: physiological needs, security needs, social needs, respect needs and self-realization needs, which are arranged from low level to high level. The basic meanings of requirements at all levels are as follows:
(1) physiological needs. This is the most basic requirement for human beings to maintain their own survival, including the demand for the following things:
◆ Breathe
◆ Water
◆ Food
◆ Sleep
◆ Physiological balance
◆ Secretion
◆ Sex
If any of these needs (except sex) are not met, people's physiological functions will not function normally. In other words, people's lives will be threatened. In this sense, physiological needs are the primary driving force to promote human action. Maslow believes that only when these basic needs are satisfied to the extent necessary for survival can other needs become new incentive factors, and at this time these relatively satisfied needs no longer become incentive factors.
(2) the need for security. This is the human demand for the following things:
◆ Personal safety
◆ Health protection
◆ Resource ownership
◆ Property ownership
◆ Moral protection
◆ Job security
◆ Family safety
Maslow believes that the whole body is a mechanism to pursue security, and human sensory organs, effective organs, intelligence and other energy are mainly tools to seek security, and even science and outlook on life can be regarded as part of meeting security needs. Of course, once this demand is relatively satisfied, it is no longer an incentive factor.
(3) the need for emotion and belonging. This level includes the demand for the following things:
◆ Friendship
◆ Love
◆ Sexual intimacy
Everyone wants to get mutual relationship and care. Emotional needs are more detailed than physiological needs, which are related to a person's physiological characteristics, experience, education and religious beliefs.
(4) the need for respect. This level includes the demand for the following things:
◆ Self-esteem
◆ Self-confidence
◆ Achievement
◆ Respect others
Be respected by others
Everyone wants to have a stable social status, and requires personal abilities and achievements to be recognized by society. The need for respect can be divided into internal respect and external respect. Inner respect means that a person wants to be strong, competent, confident and independent in various situations. In short, internal respect is people's self-esteem. External respect means that a person wants to have status, prestige, respect, trust and high praise from others. Maslow believes that the need to respect can make people full of confidence in themselves, full of enthusiasm for society, and realize the usefulness and value of living.
(5) the need for self-realization. This level includes the demand for the following things:
◆ Morality
◆ Creativity
◆ Consciousness
◆ Ability to solve problems
◆ Degree of justice
◆ Ability to accept reality
This is the highest-level need, which refers to the need for people to realize their personal ideals and ambitions, maximize their personal abilities, reach the realm of self-realization, accept themselves and others, enhance their ability to solve problems, raise their awareness, be good at doing things independently, ask to be alone without being disturbed, and complete everything commensurate with their abilities. In other words, people must do competent work in order to feel the greatest happiness. Maslow pointed out that the ways to meet the needs of self-realization vary from person to person. The need for self-realization is to strive to realize one's potential and make oneself more and more the person one expects.
In 1954, Maslow discussed two other needs mentioned in his early works: the need for knowledge and the need for aesthetics. These two needs are not included in his level of needs, and he thinks they should be between the needs of respect and the needs of self-realization.
Basic hypothesis
● Satisfied demand is no longer an incentive. People are always trying to meet a certain demand. Once a demand is met, there will be another demand to replace it.
● Most people's needs are complex, and there are many needs that affect their behavior at any time.
Generally speaking, only when the lower-level needs are met can the higher-level needs have enough vitality to drive behavior.
● There are more ways to meet higher-level needs than to meet lower-level needs.
basic concept
(1) The five requirements are like a ladder, rising step by step from low to high, but the order is not completely fixed, it can be changed, and there are various exceptions.
(2) Generally speaking, when a certain level of demand is relatively satisfied, it will develop to a higher level, and the pursuit of higher-level demand will become the driving force of behavior. Therefore, the need to get a basic full house is no longer an incentive.
(3) Five needs can be divided into two levels, among which physiological needs, safety needs and emotional needs belong to the lower level and can be met by external conditions; The need for respect and self-realization is an advanced need, which can be met by internal factors. A person's need for respect and self-realization is endless. At the same time, a person may have several needs, but there is always one demand that plays a leading and decisive role in behavior in each period. Any kind of demand will not disappear because of the development of higher-level demand. Requirements at all levels are interdependent and overlapping. After the development of high-level demand, low-level demand still exists, but its influence on behavior is greatly reduced.
(4) Maslow and other behavioral psychologists believe that the demand level of most people in a country is directly related to the level of economic development, scientific and technological development, culture and people's education. In underdeveloped countries, the proportion of people with physiological needs and safety needs is large, and the proportion of people with advanced needs is small; In developed countries, the situation is just the opposite.