How Can Enterprises Retain People?

　   "管理僅僅就是實踐"，在實踐中，藝術地、妥善地解決好"留人"問題會起到事半功倍的作用，尤其在企業(yè)"硬機制"和"軟環(huán)境"皆沒有打造好，或者在企業(yè)目前還沒有一定知名度的情況下，采取針對性、靈活性的"留人"方法，作為"救火"的應急措施，往往會收到令人難以置信的效果。

The three step of "keeping people" is the following: according to the specific characteristics of people, such as professional interest and value, follow the core (key) talents' needs (value) orientation, adopt positive incentive methods, and constantly explore and meet the real needs of the core (key) talents, so that the superior resources of enterprises can be tilted to the core (key) talents.

　　第一步曲：探求和關注人才的需求點，把握人才思想動態(tài)。

Once talent is recruited, the personnel of the human resource management department must understand and explore their real concerns and needs from various angles and angles, and maintain their close ties with various ways of communication so as to grasp their ideological trends.

Examples of such communication are as follows:

[example 1] the director of human resources / manager talks with the talented person individually, and communicates around the career development plan of talents, so that he (she) can understand the company's development prospects and management trends while allowing him (her) to see the platform and space for their personal development, so that he can have confidence in the development of enterprises and individuals. In communication, we should understand the intention of talents in career development, expect jobs and record them for future work.

[example 2] enables HR managers to grasp the first-hand information of talent movement tendency through various ways, to achieve the highest level of work. To some extent, just like "FBI" (FBI) intelligence personnel, we can find out what the real demand of talents is, and understand the ideological trend of talents, and see whether these ideological trends are derived from career development or personal life, etc., and they can provide information to the company's decision-making level in the first time, and reflect the ideas and trends of talents to the company's decision-making level, so that the company can make the right decisions.

　　第二步曲：重視人才的需求，并盡心竭力地滿足人才的需求。

To understand the real needs of talents, we must attach importance to them, and at the same time implement them into action. That is, we should explore ways and strategies to meet the needs of talents, and regard the demand of talents as the problems and difficulties they encounter to solve them, so that demand will no longer become a problem that plagus talents, so that talents can concentrate on their work.

The specific measures are as follows:

　　（一）遵循 20%/80% 原則，將優(yōu)勢資源傾向人才。

The limited resources of enterprises are invested in the 20% talents who create 80% profits for enterprises.

For example, the implementation of personalized negotiation salary for 20% of the enterprises to meet their different levels of material needs, and stabilize the core talent team of enterprises.

　　（二）及時給予人才物質獎勵和職業(yè)發(fā)展機會。

Comparatively speaking, the timeliness of material rewards is more important than the quantity of material rewards (although the quantity can not be ignored), so we must timely fulfill and meet the material needs of talents.

When it comes to creating career development opportunities, sometimes it is clear that some people do not have such work experience or work experience yet to be able to be competent for a certain position, but in order to stimulate their sense of achievement, enterprises must constantly provide career development opportunities and platforms for talents, even if they are at risk of paying some price.

For example, it is a good talent training method to select a better potential person from a company's internal staff as a middle-level management post.

For details, see the second part of this book, "educating people", fifth sections and 3. talents echelons -- training enterprise leaders.

　　（三）個性化精神激勵。

All kinds of incentives have their own personalized features, which can stimulate the staff to produce the shock of the mind, and finally let the employees feel and identify with the corporate culture in their gratitude and happiness, improve the loyalty of the employees to the enterprise, especially the small and medium-sized enterprises which are not strong enough and the risk of brain drain is very large, and should pay more attention to the improvement of employee loyalty.

In order to retain talents in a rapidly changing environment, many companies have "Eight Immortals crossing the sea, showing their abilities", and have made a lot of creative attempts and explorations in the spirit of individualized motivation.

Some companies actively promote the "work life balance" plan, take flexible working hours, take the initiative to care for their employees' lives; some companies implement the "Employee Assistance Program" to help employees deal with different contradictions and difficulties, take the initiative to care for their families, and solve their work, family, emotional and psychological problems.

From the point of view of human resources, we can always find ways to produce unexpected results if we are dedicated to caring for talented people.

For example, for the talented person in the enterprise, the enterprise understands the difficulties of their families without sending them to the proper solution, and this kind of encouragement with deep affection is far more touching than money.

[successful practices of Chinese local enterprises] he was moved and speechless.

EX private group is very concerned about staff's family and life problems. This practice has played a good role in improving employee loyalty.

Li Xiaobin's father's death is a typical example of the company's headquarters sending people to help the staff.

Li Xiaobin, who had just graduated from university and came to EX company for less than half a year, was appointed by the company headquarters to the East China branch as assistant to the financial manager because of his outstanding performance. He participated in the establishment of the East China branch.

Because of the heavy responsibilities and responsibilities, Li Xiaobin and other members of the team have been working overtime for six months without proper rest.

Li Xiaobin's father was ill in bed. He didn't ask for leave to go back to see it.

This time, the family called to say that his father died, and he hurried on his way home.

The company headquarters got the news in the first time, the company leader decided to send someone to take the company's greetings and a certain amount of pensions, drove to his home overnight to help care for the past.

Because the company headquarters is closer to his home, the company's former Li Xiaobin arrived and began to help deal with some difficulties.

When Li Xiaobin arrived home, a lot of things were handled almost.

Li Xiaobin was so sorrowful when he lost his father's life. He was so moved by the company that he was moved to silence.

　　（四）"討價還價"的技巧

The idea of persuading people to give up their resignation is, in a sense, the director of human resources / Manager representing enterprises in terms of bargaining with talents. Because of the resignation of talents, apart from individual factors, a large number of reasons are that enterprises can not meet their needs in terms of salary and career development opportunities. Therefore, enterprises must make concessions in certain areas if they want to stay behind.

The main concern is that many enterprises have proved that this kind of "bargaining" with talents must be built on the basis of sincerity, and the adjustment of salary is undoubtedly very important, but it is still slightly inferior to the individual's career development.

Then, how do we engage in "bargaining"?

　　[舉例 1] 人力資源總監(jiān)與提出辭職申請的劉彬在交談，"聽說你要離開我們這個團隊，我們真的感到很震驚，上周，公司領導在商談培養(yǎng)公司骨干問題時，你已經(jīng)被列在了最具發(fā)展?jié)摿Φ娜瞬胖校覀冋陉P注著你的發(fā)展和成長，你的特長和業(yè)績，我們都非常了解，并且打算下半年，派你到華東開拓新的市場項目，這是公司領導深思熟慮后的決定，請你考慮一下". "你能留下來，我想對于你個人的職業(yè)生涯發(fā)展無疑是一個質的飛躍，并且有利于你個人職業(yè)價值的提升，如果你到一家新公司，不可預測的風險太多了，比如，你能否適應新環(huán)境，等等，而你在這里一切都太熟悉了，工作起來會得心應手；同時，公司也是最大的受益者".

[example: 2] human resources manager spoke to Sun Gang MBA, who graduated from the University of New Zealand for two months. "Everyone is beginning to like you, saying that you are doing a good job, and we are all very abrupt about your resignation.

Your probation is coming to an end. The company is preparing to conduct a probationary period assessment, and according to the results, determine your position and salary level. "Sun Gang asked:" the same is MBA. Why is my salary much lower than that of them?

Before you came, the MBA hired by the company was indeed higher than your salary. That is, in the specific historical circumstances, when the company introduced the talents and combined with the policy of the market salary at that time, when we hired you, we also referred to the market situation, and we did some surveys. Your salary level is not lower than that of your MBA classmates.

Moreover, the company decides to reconfirm your salary level according to the performance of your probation period and the position you hire, which is entirely dependent on your personal ability.

The company is carrying out the pay reform. The new "salary management system" stipulates that salary is performance oriented, ability oriented and salary based.

"I hope you can stay. The current problem is temporary. The improvement of the company's system needs a process. You should consider the problem from the perspective of the company and your personal long-term development. And you also know that finding a suitable opportunity for your development is not easy, and I hope you can cherish this opportunity."

The third step: to meet this demand, it will produce that demand, and this exploration and satisfaction should be cyclical.

A demand point of talents will meet another demand point, so the responsibility of human resource managers is to constantly explore new demand points for talents and give timely satisfaction, so that it is possible to retain talents and ultimately form the core human capital of enterprises.

Warm reminder: many enterprises practice has proved that constantly discovering talents, attaching importance to talents, giving talents development opportunities and talents, and letting talents see clearly the goals of enterprises and personal development, talents are willing to stay and serve the enterprises for a long time.

　　[本土企業(yè)成功做法 1]      銷售經(jīng)理為何不想跳槽了？

In 2003, when a famous company was in the most difficult time, a business manager was preparing to change jobs and had already found a job in another famous company.

A deputy general manager of the company learned about this through another channel, because the sales manager has been doing well and has great potential, and the deputy general manager is very keen to keep him.

At that time, the company was carrying out important business negotiations with its largest customers. Of course, the specifications of the negotiations were very high, and generally speaking, they were high-level participation.

When the deputy general manager took part in the negotiation, he called the sales manager and started him to get involved in the whole work.

Later, the business manager chose to stay and made good progress in the company.

The deputy general manager adopted a very brilliant strategy. He not only left the key talents of the company, but also exercised the ability of the business manager, widened the connections of the sales managers, and was an excellent way to train middle managers with management skills and train them to become top management personnel.

　　[本土企業(yè)成功做法 2]         一個決定留住了她

Chen Li, director of human resources at S group, was aware that Chen Li felt that her job was not challenging at present, while another group company was extending "olive branch" to her - she was appointed general manager of architectural design company.

The director of human resources reported the situation to the president of the company and discussed the countermeasures together, because it was difficult to recruit a registered structural engineer who knows both business and management.

The company finally decided to let Chen Li be the general manager of the group's subsidiary architectural design company, and give her a share of the contract, so that she can contract the design company.

This decision, on the one hand, retained Chen Li, and on the other hand, recruited many designers with her connections and realized the strategic goal of further expansion of the company.

[local businesses succeeded in 3]. She smiled happily.

Li Jiong, a beautiful coastal city from Dalian, came to Beijing, the capital, with his dream and talent.

Being employed by a famous company for less than a year, because of its extraordinary professional skills, it has overfulfilled the sales task of the enterprise. In second years, it was promoted to be a department manager. Her work was vigorous, but sometimes there was still a bit of sadness.

In the chat with Li Jiong's colleagues, the company's human resources department know that Li Jiong, because his account is not in Beijing, has a sense of wandering from abroad. There is no sense of belonging, and it also brings a lot of inconvenience to life, such as paying more sponsorship fees for his children to go to school.

She especially wants to drop her account into Beijing...

After knowing the matter, the director of human resources discussed with the company leaders, taking into account Li Jiong's master's degree and the middle-level backbone of the company. Finally, he decided to help her to apply for the settlement of Beijing's household registration in the name of the company in accordance with the relevant policies of Beijing.

　　今天，李炯手中拿著北京的戶籍本，欣然地笑了……