Why Does "Small Business" Fail To Retain Talents?

If it were not for the Mercedes Benz S class driver, it would be very difficult for me to equate the middle-aged man who was wearing brown working clothes to the warehouse and loading and unloading goods with ordinary workers from time to time, with the chairman of a foreign trade company with an annual turnover of US $80 million.

In the face of our third party advisory body, chairman W has spoken without reservation about the company's development: "since its establishment, the company has experienced nearly 10 years of development.

From the very beginning, 3 founders started from scratch, and now the more than 50 people, hundreds of millions of RMB, have been developing smoothly.

In recent years, the export market demand has also been growing well, but the scale of enterprises has not been able to go up.

Please come over, hope to help me find the crux of the problem through diagnosis, and give the right medicine, so that the enterprise can develop to a new level. "

Simple numbered words puzzled the management of numerous SMEs in China.

After years of management consulting practice, the author insists that despite many problems to be solved before the development of small and medium-sized enterprises, business, resources, market, strategy, and entrepreneur's ability building, human resources management is undoubtedly an important management bottleneck affecting the development of many small and medium-sized enterprises.

Small business disease 1-- "people flow fast" Vs "see no space"

Chairman W is worried: "now the employees are moving so fast that they just start to work in the company, and they start job hunting once in the internship."

What is the reason? Pay is not competitive? Questionnaire survey shows that 2/3 of new employees feel that the main reason for leaving is "no room for development".

The small and medium-sized enterprises that lose the attraction of "space" are hard to control their employees in the "time". They can not talk about the expansion of their business scale by changing their employees' lanterns.

If we want to take the first place and let the new staff stay to create value for the enterprise, we must let new employees experience the joy of learning and growing in the enterprise.

Through the establishment of internal training system, it is the most direct measure to expand the space of staff development.

Practice has proved that worrying about the loss of new employees and not training them will only further speed up the turnover intention of new employees.

At the same time, we should combine the training to do well the career planning of new employees, and achieve the goal of prolonging the service life of new employees by designing posts with multiple posts.

Small business disease 2-- "lack of initiative" Vs "rewards and punishments at will"

"I am angry when I see employees playing computer games at work." W chairman expressed to us some dissatisfaction with some employees' behavior.

Small and medium-sized entrepreneurs often complain about their lack of initiative and sense of cost in their company affairs due to their hardships.

At the same time, employees also complain that the general manager often does not have a system of "education" and even fines them.

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To make the reward and punishment system and examination system explicit and standardized is the basic guarantee for small businesses to work hard from their bosses to their employees.

In fact, under the circumstance that power and responsibility can not be equal, we have no way to require all employees to manage themselves according to the self encouragement and self-discipline of entrepreneurs.

By setting up a performance appraisal system and decomposing the company's objectives, forming the assessment targets for all departments and posts, it is a management tool that entrepreneurs must master after they are born out of the self-employed enterprises.

Combining company size and business practice, designing a scientific assessment scale is the most effective way for entrepreneurs to push the organization forward, and is also the most effective way to link entrepreneur expectations, enterprise orientation and employee behavior.

Small business disease 3-- equity incentive, want to say love you is not easy.

A thousand armed forces are easy to get.

The urgent need for talent for small and medium-sized entrepreneurs is reflected in their thirst for core cadres.

The departure of the core backbone of an enterprise often leads to the loss of a business.

In view of these core talents, some small and medium-sized enterprises naturally think of shares.

W chairman is no exception, however, the carefully trained business backbone has left the company to become a competitor in the third year after getting the shares. It has also put forward the requirement of dividend payment according to the equity ratio for several years, which has made the chairman of W lose his mind.

Equity incentive is a double-edged sword. How can we help to expand the scale of small businesses?

For the core backbone of the salary incentive design, fully reflects the growth and ease of operation at the same time, but also to reflect the constraint.

While considering the attraction of talents, we should also make adequate preparations and system designs for possible future exit.

At the same time, in the choice of long-term incentive tools, in addition to adopting the mode of employee stock ownership, we suggest that we should also consider the incentive and restraint modes such as dividends, annuity, delayed payment and so on, so as to achieve the goal of motivating and retaining core members without changing the registration of enterprises and businesses.

In the development process of small and medium-sized enterprises, the problem of "human" has become a problem that can not be lingering in the minds of entrepreneurs, and it is often an obstacle to the stagnation of small businesses.

With "people" as the foundation, we can achieve the pformation from individual driving to team driven and organizational driven, so as to achieve another upgrading of business and scale development.