Management and maintenance of employee relations. Employee relationship management is an "intangible service", including "communication, conflict handling, career development consultant, etc." and is based on "fairness and trust". 1) Recruit the right person. "People are animals that cause trouble", so please start with screening and interview to prevent "causing trouble"! Whether the candidate's past experience and development direction meet our requirements, especially his personality, attitude and behavior characteristics, are all issues that we should carefully consider. When promoting talents in an organization, we must consider whether the selected person has good interpersonal skills. If the supervisor has poor communication skills, once he takes office, it will bring terrible conflicts and affect the overall performance of subordinates. 2) Keep good communication. Usually, when new employees arrive, they will take an "induction training" course. Through training, newcomers can reduce strangeness and the resulting pressure. Besides, "meeting" is also a good way to communicate face to face, because at the meeting, everyone can exchange information and opinions with each other. If the company has a large number of people, HR can come forward and regularly publish internal "business news" columns, but it must represent the perspectives of both the company and employees, and the content should be of interest to everyone. In addition, I have had the experience of setting up a "suggestion box" in the enterprise and ensuring timely feedback; Send "good news" to the parents or spouses of employees to show their celebration when receiving the award; When employees leave their jobs, there will be a formal interview ... Finally, always remember to "respect employees". Nowadays, employees are more and more knowledgeable, informative and international. When facing them, we should make good use of the way of "empathy" and consider how to treat colleagues and how to deal with "personnel". As a human resource manager, have you considered how to reduce the turnover rate of employees? How to improve employee satisfaction and loyalty? How to improve the work efficiency of employees? How to retain core talents? Have you analyzed the real reason why employees leave their jobs? What do you want to change and do well? -Doing a good job in employee relationship management has become one of the difficult issues. Employee relationship management is an important part of human resource management. Harmonious employee relations will form a good atmosphere of mutual assistance and cooperation in the team, thus promoting the overall work efficiency of the team. Therefore, properly managing the relationship between employees and between employees and enterprises is an important link to enhance team cohesion, centripetal force and combat effectiveness and maintain the stability of enterprises. After employees enter the enterprise and become members of the organization, they enter the framework of employee relationship management. Generally speaking, enterprise human resource management affects the relationship between enterprises and employees, and the relationship between employees. These three aspects are job clarity, employee mobility and employee motivation. Employee turnover refers to the whole process of employees from entering the enterprise to leaving the enterprise. In fact, this process is the process of performance evaluation, ability transformation and promotion of employees' career development planning, the whole human resource allocation process of enterprises to ensure business operation, and the process of meeting the requirements of enterprises and employees for work ability. Employee motivation refers to how to promote the virtuous circle between the realization of enterprise goals and the personal development of employees through internal and external incentives. Internal and external incentives include not only salary system and welfare system, but also other measures to meet employees' psychological needs. Motivation is the key to whether an enterprise can retain employees. From three aspects that affect employee relationship management, it is not difficult for us to draw a conclusion that the ultimate goal of employee relationship management is not only to satisfy employees, but to make enterprises win in the competition, and the active participation and investment of employees is the guarantee for enterprises to win. The purpose of employee relationship management is that every manager should first make clear and definite problems. Only in this way can our managers find suitable methods to face and solve various problems in employee relationship management with a correct attitude. Ensure good communication between management and employees through employee relationship management and strive for full cooperation of employees. Ways and methods of employee relationship management: first, the attention of managers. The problem of employee relationship management is ultimately a human problem, mainly a manager's problem. Therefore, the ideas and behaviors of managers, especially middle and senior managers, play a vital role. In the enterprise employee relationship management system, the heads of functional departments and human resources departments should support and cooperate with each other, on the one hand, coordinate the contradiction between enterprise interests and employee needs, and improve the vitality and output efficiency of the organization; On the other hand, by coordinating the relationship between employees, they enhance the stability of enterprises and improve the cohesion of organizations, thus ensuring the realization of enterprise goals. Therefore, the heads of functional departments and human resources departments are the key to connecting enterprises and employees, the key to employee relationship management, and the first responsible person to implement employee relationship management.

Perfecting the incentive and restraint mechanism is the basis of employee relationship management. It is necessary to formulate clear and visible rules and systems to avoid employees' behavior without guidance. First of all, do a good job in the basic guarantee of the relationship between labor contract and labor insurance, promote the harmony between labor and capital, and reassure employees. In addition, combined with the market situation, improve the salary and welfare system to ensure that employees can work hard. In addition, it is necessary to improve the job performance evaluation system, combine qualitative assessment with quantitative assessment, and establish an effective promotion system and flexible incentive mechanism in combination with the employment system, reflecting the principle of fairness and justice, so that rewards and promotions can help motivate employees to work hard and improve their innovative spirit and team spirit. Hire the right people. The screening begins with the interview. Whether the candidate's past experience and development direction meet our requirements, especially his personality, attitude and behavior characteristics, are all issues that we should carefully consider. When promoting talents in an organization, we must consider whether the selected person has good interpersonal skills. If the supervisor's communication skills are poor, it is likely to bring terrible internal conflicts, thus affecting the overall performance of subordinates. Create a working atmosphere with unlimited communication. Combine formal communication channels with informal communication channels. "Communication Si Qian, pre-job training, probation period, post change, regular assessment, interview and post-job communication management" constitutes a complete employee growth communication management system to improve and enhance the management level of human resources employee relations and provide important reference information for company leaders to make management decisions. In addition to the formal and institutionalized communication channels of the company, the company should encourage various spontaneous and informal communication channels. Creating an atmosphere of freedom, openness, information sharing and equality for all within the company, and talking freely and brainstorming will reduce misunderstandings and estrangements between employees and departments, form positive and harmonious interpersonal relationships, and enhance the cohesion and innovation ability of enterprises. It is necessary to respect and identify employees and let employees establish a "master" mentality. Respect and recognition is the most important part of employee's emotional management. According to Maslow's demand theory, people need to be respected and recognized at a certain stage. In modern enterprises, employees are becoming more and more knowledgeable, information-based and international, so it is the most basic factor for employees to be respected and recognized. When facing them, we should make good use of the way of "empathy" and consider how to treat colleagues and how to deal with "personnel". Treat them fairly and make employees feel valued. Let employees establish a "master" mentality. It is necessary to give employees an opportunity to understand the company. Let employees see the development and prospects of the company and be honest with each other, so as to gain the understanding and trust of employees. There are opportunities for learning and training. Let employees see the future of the company, their own future and their own shortcomings. Only when they see the shortcomings can they find ways to improve. To this end, the company should create conditions for employees to learn and train, improve the talent training mechanism, increase internal training, and train and improve employees in order to connect with the future. Have a chance to stand out. Establish a performance appraisal mechanism, so that the promotion of employees can be measured entirely by performance, and provide a broad career platform for young people who are eager to grow up and want to take on greater responsibilities, so that they can experience themselves in practice. Of course, the foothold and focus of talent work is not to retain talents with a static vision, but to attract, discover and play the role of talents with a dynamic vision. As the saying goes, "a scholar dies for a confidant", and the understanding of talents is the first.