How To Retain Old Employees In Small And Medium-Sized Enterprises?

As an enterprise, it is not difficult to retain old employees. It is not difficult to recruit new recruits alone. The most difficult thing is to keep old staff and recruit new people.

So how can the enterprises recruit new employees without affecting the enthusiasm of the original backbone? How to resolve the contradiction between the compensation marketization and the original salary system of the enterprise?

Several suggestions are put forward.

1. pay attention to salary secrecy and create information asymmetry.

Pay attention to salary confidentiality, both new and old.

The establishment of a strict wage secrecy system is the most stupid and effective way to solve wage conflicts.

2. try to make the salary structure more reasonable.

When new people enter a certain period of time, they will gradually become old people.

3., introduce the backbone and run quickly.

The growth of small and medium-sized enterprises to introduce talent do not stride too big, do not have to use the future talent of enterprises can be mentioned now.

Some enterprises only think that their enterprises are developing slowly, and do not take into consideration the current situation of enterprises, including resources, business scale, platform carrying capacity and cash support, blindly formulate enterprise development strategies, blindly introduce high-powered and high paying talents.

4., introduce the backbone, not just raise salaries.

For small and medium-sized enterprises without stable cash flow, if the elderly and newcomers compare each other, the rise in salaries will not only increase the cost of enterprises, but also more importantly, sometimes raises can not solve the problem.

In fact, as long as the salary is above the market average, the salary should be maintained at a relatively high level, so that the relative competitive advantage of salary in the market can be maintained.

Old backbone (old employee) is unwilling, how to do?

1., for the particularly important core staff, they can participate in the discussion of human resources strategy, so that they can fully understand the importance of talents.

The 2. is that enterprises can design several promotion channels to meet the other needs outside the salary treatment of the old core staff to make up for the psychological imbalance between the old core employees and the salary difference with the new people.

The 3. is to design a set of options incentive system to describe a good blueprint for employees.

Although the old core employees do not have a high salary of newly introduced talents, but because of their long working hours and past contributions, they will get more bonus shares and futures shares, which can also balance and coordinate the imbalance of the old core employees.

The 4. is to give continuous and effective communication and positive guidance to the feelings of the old core employees. It is also an effective measure for them to care for their family and life. Compared with the new employees, the company knows more about the situation of the old employees, and the old employees are entitled to the care. Targeted care will make the old employees feel warmer and respected, and loyalty can be maintained and improved.

Can you share some specific design principles of salary for business team members? Many people like to find a low commission with a high base salary, but as a boss, they are willing to have a low salary and a high commission.

How can we find a balance between the two?

Enterprises rely on Strategy

Under the trend of "labor shortage", many enterprises have adjusted their internal management mode, some have even abandoned the management rules for many years, and began to think about and prepare for the implementation of humanized management.

(1) unifying the concept of value: condensing employees with excellent culture

How much water a wooden bucket can hold depends not only on the length of each piece of wood, but also on whether the combination of wood and wood is tight.

There is not enough tightness, and longer boards are useless.

Strengthening the closeness of cask is the glue of "corporate culture and values".

In an organization or team, different occupational values are constantly converging and merging. Whether the organization or team can form a unified professional value will affect the vitality and vitality of the whole enterprise to a large extent.

The unified occupational values refer to the basic value judgments shared by all members in an organization or team. They are the common goals and values of the team, which directly determine the members' thinking styles and behavior patterns.

When this unified value idea is fully recognized and recognized by team members, it can be pformed into a strong cohesive force and centripetal force, so that it can take the whole staff's mind and will into full play, and enable team members to inspire their spirit and maintain high morale under the guidance of unified occupational values based on the responsibilities and goals pursued by the organization.

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(two) unified career goal: let employees integrate personal pursuit into enterprise development strategy.

There is a saying in the old saying that "one can win the same desires".

Only by achieving common pursuits in the organization and forming a common code of conduct can we unite all the members' thoughts and behaviors and form a strong competitive power.

To achieve the goal of consistency between the staff and the enterprise, we must combine the individual career development with the future development of the enterprise, and make the enterprise and the employees a community of interests. The development of the enterprise depends on the growth and ability of the employees, and the development of the enterprises will provide a broader development platform for the employees.

Enterprises should design different career development channels for employees, such as three management paths, professional paths and compound paths, and plan different career development directions according to their professional interest, personal characteristics and quality ability.

At the same time, through a sound training and guidance plan, we can help employees grow rapidly and achieve a real win-win between individuals and enterprises.

(three) giving up rewards: motivating employees to achieve self value

Motivation is one of the most important means in team management.

Records of the historical records: at the beginning of the conflict between Han and Chu, Xiang Yu used more than 40 troops and 4 times Liu Bang. He once made his own government and gave orders to the world. However, due to his ignorance and distinction, the reward and punishment were unknown. "People's work is not remembered. They are not forgotten in the crime of men. They can not win the prize but pull the city without their seals".

Therefore, Cheng Ping, Han Xin and his subordinates all chose to choose good wood and choose a good master and then they left him one after another.

Because Xiang Yu did not understand the way of encouragement, the reward and punishment were unknown, and he would not employ anyone, so that the overlord who pulled the mountains and the atmosphere was finally able to play a tragedy of "Ji Ji".

Therefore, the responsibility of the manager is to set up an internal incentive mechanism, execute rewards and punishments fairly and impartially, encourage all staff to love and work hard, maintain a high team morale, and let all negative thinking and criticism culture escape from each other, thus ensuring the lasting cohesion of enterprises.

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If it is a front-line employee, the service age award is very important. It must be a little tempting. All the rest are new employees. If they are technical or managerial staff, give him a development platform and assign him a suitable "official post" according to his ability, so that he will feel confused.

The most important thing for managing employees is to see through his psychology. What is the most important thing to him? Money or power? Amateur life and private space are more and more valued by employees.

If he can get what he wants, he will not go away.

There is at least one obvious difference in salary between new and old employees. For example, how long a company can provide can be very subtle. It is also necessary to consider the self-esteem of new employees, which is not only classified but also considered as the length of working hours.

Veteran employees are experienced in their work and have great feelings for the company. The enterprises should attach importance to the value of the old staff. On the one hand, they will be better at the salary, and on the other hand, they will give him a long-term vision. If there is no career vision, the work will be gradually without enthusiasm.

All enterprises, no matter big or small, have problems that can not keep people. This problem is called the cancer of enterprises. It depends on whether the system of enterprises is perfect and whether there is good corporate culture. Our general enterprises only have incentive mechanism, no guarantee mechanism, so that employees can not work at ease, resulting in large turnover of employees and frequent job hopping. They want to find a guarantee for their future.

I would like to make a supplement to the salary structure: in the salary structure design, pay attention to the proceeds of the work, the technical level and the long service income to carry out a reasonable design, so that the new and old employees can have a reasonable coexistence condition from the salary point of view. As for the pay secrecy or pay pparency, this should be chosen according to the characteristics of the industry and the actual situation of the enterprise.

The salary is not inferior to the others. The boss can judge the situation. Anyway, the honest man gives him some good points. He also feels embarrassed to go where he thinks he has the ability to speak and talk well. The first one who is a traitor is him.