Analysis Of The Puzzlement Of Retaining Talents In Enterprises

　   職場

Interpretation 1: enterprises with annual turnover rate of more than 20% accounted for 75%

Data: the results of the employee turnover survey are amazing: the annual turnover rate of enterprises in Dongguan is over 75%, and the annual turnover rate is more than 50%, accounting for 45%. This is very different from the international practice that the annual turnover rate is not higher than 15% in 20% enterprises.

During the probation period, the turnover rate of employees showed the same trend as the turnover rate of formal employees. According to the annual turnover rate, 83.33% of enterprises accounted for more than 20%, while the number of employees who lost more than 50% in the year was 37.5%.

Analysis: according to Zhitong talent chain corporation's years of follow-up survey, the turnover rate of employees in Dongguan enterprises has shown an upward trend year by year, and the proportion has increased considerably compared with the survey in 2005.

The survey results show that the cost of human resources in Dongguan enterprises is or will soon be no longer a great advantage. In terms of human resources, the intangible cost of enterprises has already been higher than that of other regions and international competitors.

The official turnover rate of Dongguan enterprises is at a relatively high level, with the annual turnover rate of more than 20% accounting for 75%, and the annual turnover rate of more than 50% of the enterprises accounted for 45%, which is quite different from the international practice of the annual turnover rate of not more than 15%.

This is the result of the investigation report on the best talent retention mode of Dongguan enterprises (hereinafter referred to as the "report") released yesterday.

The survey lasted six months, and a total of 120 enterprises in Dongguan and nearly 10000 employees participated in the survey.

The report carries out investigation and analysis in nine major industries, including electronics, hardware, chemical industry, clothing, furniture, printing, mechanical and electrical moulds, and service industries. 46% of the survey personnel are concentrated in secondary schools / high schools, accounting for 22% and 6% respectively in junior colleges and universities, and 44% people in the 1~3 years of the surveyed enterprises are divided into five categories: management, technology, business, operation and civil service.

The report shows that the shortage of labor supply will inevitably bring about an increase in the individual cost of human resources.

Relying on low product prices and low labor cost advantages, how long we can persist in our business has aroused widespread concern in the business community.

Investigation and interpretation

Talent retention

Commentary guests:

Li Yangyue (deputy director of Dongguan new century talent resource institute)

　　解讀二：不滿公司政策及環境是流失首因

Data: among the major factors of employee turnover in Dongguan, 40% of the company's policies and environmental factors are the first important factors. Secondly, 29% of them can't satisfy their personal feelings and expectations. The main factors are "limited space for career development", "unsatisfactory salary" and "lack of interest in work". The third factor is that employees are dissatisfied with managers' leadership style and ability (25%), and other related factors account for 6%.

Analysis: through the statistical analysis of the related factors of employee turnover, it is easy to see that the institutional arrangement of Dongguan enterprises is still the most important reason leading to brain drain, and the three most important factors are interrelated.

From the results of the analysis, the employees' opportunities and opportunities for personal development in Dongguan still remain at the top of their personal expectations, and material rewards such as salary are also important factors that encourage them to re choose their enterprises.

Secondly, employees' demands for work themselves are gradually improving, hoping to improve their work value and quality, so their interest in interest and their advantages are also improving.

　　困惑1：措施再多也留不住？

Case: Yue Youlong serves a large enterprise specializing in manufacturing precision plastic parts in Dongguan.

"Did I not really understand the real needs of talents?

But we have many measures at both the material level and the spiritual level. What else has not been taken care of?

Yue Youlong, who had studied abroad, did not hide his confusion.

Comment: in the interview, it was discovered that Yue's talent retaining measures were quite diverse, but they stayed at a relatively shallow level, and did not really touch the real needs of the talents.

For example, in the promotion system, the company has only an administrative position promotion (and the heads of departments have not changed a few years), which is almost equivalent to a cold water for those who are keen on "name", and extinguished the enthusiasm of their whole department.

In the process of retaining talents, "meeting the diverse needs of talents" is by no means mere empty talk.

　　困惑2：小企業無財便無才？

Case: in 2000, Wang Wei, who had worked for many years in a foreign curtain factory in Dongguan, managed to raise a sum of money to start a small curtain processing plant.

From the second half of 2004, factories began to lose a large number of talents.

In desperation, he had to take the initiative to raise the wages of skilled workers, and barely make up for a certain staff gap.

Two years later, Wang Wei found that the situation of enterprises did not improve, even though he had twice raised staff salaries during the period, but people still could not stay.

Wang Wei looked helpless: "people need money. We are small businesses. How can we compete with large financial enterprises?"

Comment: "Wang Wei style" is puzzled in the current Pearl River Delta region.

Especially in labor-intensive enterprises characterized by low cost foundry, this situation is quite common.

The core competitive advantage of such enterprises in their primitive accumulation process is relatively low labor costs, and because of this sudden threat of talent shortage, their defense lines are also particularly vulnerable.

　　困惑3：高薪定能換來忠誠？

Case: Dai Yan is the human resources director of M group, a well-known real estate developer in Guangzhou.

In recent years, in order to ensure its own industry competitiveness, M group has repeatedly spared no expense to dig for people from industry benchmarking enterprises.

It is also for this reason that Dai is worried about how to retain these elites: "now we may still be able to retain people through" high salaries ", but there is no end to human desires. What level is it suitable for?

Comment: Dai Yan's case shows that salary is a necessary means to retain talent, but money can not solve all problems.

Today's so called "high salary" may lose its competitiveness tomorrow, especially in some special industries.

Therefore, when the talent competition in the industry is totally decided by the remuneration, the talent loyalty will not be this enterprise, but only the money.

As a matter of fact, the general consensus of the industry is that pay is only a safeguard factor rather than an incentive factor.

　　困惑4：瘋狂挖角何時休？

Case: the technical personnel of Q group, located in C town of Dongguan, have lost a great deal in the past two years.

The severity of the situation can be seen from the words of Ceng Yuxin, director of group HR: "now the competitors have blatantly opened the car to our factory gate to pick up people."

Even some enterprises in the Yangtze River Delta region have been running all the way to "join the bustle".

Comment: in the face of fierce competition for talents, what should enterprises do?

You can not interfere with and prevent opponents from engaging in rules and regulations, and you can not interfere with and prevent talents from engaging in job hopping. The biggest enemy of enterprises is actually themselves, objectively evaluating their strengths and weaknesses, then improving them in a targeted way, repairing gaps and lengthening short boards.

　　不應把人才保留當時髦概念

Xiong Xing (General guidance of the expert group of this investigation activity, easy to be the chief consultant of management consulting company)

When it comes to the concept of talent value and talent retention, everyone says that talents are "resources", and in the actual work of enterprises, talent is only "cost". Instead of retaining talent retention as a fashionable concept, it is better to do some practical things in enterprises.

According to the findings of this report, we think that excellent enterprises should make the following choices. The first priority is the optimization of the working environment, including both the hardware environment and the software environment. Secondly, the manager's ability and style, and how to do good management, is a major issue for managers. The third is to continuously improve the treatment and living standards of employees.

The problems and improvement measures mentioned in the report hope to arouse the attention of top leaders of enterprises, otherwise, no good suggestions can be implemented.

　　新法對企業產生重大影響

Dong Baohua, a professor and doctoral supervisor of East China University Of Politics and Law, participated in the labor law of People's Republic of China demonstration and drafting work.

The second draft of the People's Republic of China labor contract law (Draft) has been changed from "high standard" to "wide coverage". It has been noted that the bottom labourers should be included in the scope of protection. This time, the protection of the new law is a bright spot for the workers and part-time workers who are separated from the labor law.

In the case of professional and technical personnel involved in the middle level, such as competition restriction and service period, the second draft has abandoned some unrealistic high standards in a peer review, instead of mainly negotiating by workers and employers, and implementing contract protection.

On the whole, the protection center of the draft is pferred to the lower level workers, and the protection of the laborers' mobility rights has been strengthened. The new law will have a far-reaching impact on the dismissal of enterprises, the no fixed term contract, the wage mechanism, and the enterprise management.

　　解讀三：基層主管不擅長激勵員工

Data: from the statistical results, the recognition rate of "recruitment assessment and hiring standards, job skills training, job responsibilities and importance of work importance" is more than 80%, indicating that Dongguan enterprises are relatively perfect in the macro working environment factors (recruitment, training, staff responsibilities and objectives, employee understanding, job responsibilities and employee work resources support).

However, there are three outstanding deficiencies in the grass-roots working environment. The overall recognition of "personal care, praise by higher authorities and feedback on job performance" is 61%, 42.3% and 54%. respectively.

Analysis: the report points out that this group of data indicates that the managers of the enterprise have gained the approval and support from the employees in conveying work tasks, providing work support and emphasizing work value, but also reflect that the grassroots managers in Dongguan enterprises seldom or do not care about the personal situation of employees, such as employee characteristics, mentality and staff life, etc.

What is more serious is that the grass roots supervisors are not particularly good at the praise and encouragement of their enthusiasm for work, and their employees have the lowest score of satisfaction in recognition.

On the other hand, because Chinese culture emphasizes introspection and convergence, it may also be one of the reasons why supervisors are not good at expressing gratitude and praise.

　　解讀四：模具類企業整體認可度最低

Data: in the Dongguan enterprises involved in the survey, the employees have the highest recognition of the company's macro working environment and the highest degree of recognition of the enterprises. The employees in the mold enterprises are the lowest. For the company's grass-roots working environment, the highest degree of recognition is the printing enterprises. The lowest recognition level is still the mold enterprises, and the electronic, chemical and furniture enterprises, the grass-roots work environment recognition is at a moderate level.

According to job categories, management posts have the highest degree of recognition for the macro and grassroots work environment in the enterprise. The lowest level of recognition is technical and operational posts.

Analysis: in the nine categories of industries, the problem of mold enterprises is the most prominent and serious in the macro and grass-roots working environment, indicating that these enterprises are in a very weak position in the practice of human resource management, and lack of methods and measures to reward grass-roots employees.

The overall satisfaction degree of the operation class is low, which is also consistent with the current situation of loss. Because the highest turnover rate is often the operation class. The analysis of the report indicates that this is related to a large number of employees, high mobility, and many factors related to the lack of quality of management skills.

　　流才之因

The report shows that dissatisfaction with corporate policies and environment has become an important factor in prompting employee turnover. The three most relevant indicators are "lack of teamwork, individualism in the mainstream", "lack of clear strategy, lack of direction and prospects", and "unfair pay system".

　　錢小姐（原某會計師事務所職員）

Quit key words: stress at work

The office is short for a week, long for one or two months, so that two of the families have to work very hard, and seldom care for the elderly and children, so they start thinking about job hopping.

　　劉小姐（原某外資企業終端銷售人員）

Key words: dream career planning

When I was in University, I had my own dream. I wanted to start my own business.

Until last year, a friend asked me to run a pure water store with her. At that time, I felt that I was getting closer to my dream. So I took my own savings for two years and opened the store with my friends.

Now I am still grateful to the company I used to work for, because they have given me valuable experience.

　　張先生（原國有企業業務員）

Key words of Resignation: development space

In state-owned enterprises, it is 11 years, from 20 to more than 30 years old, and seeing the surrounding friends leave gradually, but the position of the salesmen has not changed much.

A small salesman has not changed a bit in addition to a slight increase in wages.

So I only take the customers away and start my own small boss, though the risk is big, but the psychology is comfortable.

　　汪先生（原東莞某科技有限公司）

Key words of Resignation: incompetence of leaders is too much.

　　不管是大事小事他都愛獨斷專行，有一次我不服從他的命令，他還威脅我，說什么不服從管理，不聽從領導指示就要扣我獎金。一個對行業一竅不通的人來做我的上司已經讓我很不滿，最終迫使我選擇離開。