Analysis Of The "232" Phenomenon Of Employee Turnover

　　 Human resource management It is a process of selecting, educating, using and retaining people. For a short time, it is not an important part of employee relations. After analyzing and comparing many companies, it is found that Employee turnover There are three periods of time, namely, second weeks, three months' probation and 2 years' work. 232 principles 。

　　 The first "2" is two weeks. Why did the employee quit his job in the two week of the company? One hundred percent of the reasons were that he had cheated him when he recruited, and had worked for 2 weeks in the company. He had known some of the basic situations, and found that he was totally different from the one introduced during the job interview, so he would not wait any longer and offered to resign. The author was responsible for interviews with employees who were working on employee relations. A former employee who resigned for two weeks offered to resign. After leaving the interview, he found that the main reason for his resignation was due to the difference between the corresponding salary and benefits offered by the recruiter and the recruiter when he applied for employment. At the beginning of the application, the recruiter introduced his welfare benefits such as travel allowance and quarterly bonus after entering the office. However, after the real entry, he found that the poor allowance was not enough, and the quarterly bonus was not available to everyone.

　　 The second "3" is the three month probation period. Why do employees quit their jobs during the probation period? There are many reasons, such as what positions the recruiter has promised him, what training he will take, what benefits he will enjoy, what opportunities he will have, and so on. However, 3 months have passed. Or when the recruiter describes the company's corporate culture and how it works, but after three months, he has a deep understanding of the company's corporate culture and finds that you are too exaggerated. At this point, employees will think again, and they will not wait or adapt after the trial period.

These two reasons are related to recruitment. The last "2" is two years. Employees have worked in a company for two years, and we call them old employees. For the old employees, since he worked in this unit for 2 years, he recognized the company from his heart and loved his job. However, after 2 years, he hopes to achieve a breakthrough in his current job, get the opportunity to learn new knowledge and new skills, and want to get promoted or work rotated. If the company can not give him this opportunity, he can not expand his job.

　 How to avoid the 232 phenomenon of employee turnover?

Because the first and second reasons are mainly related to the recruitment, therefore, in the recruitment link must pay attention, recruiters can not blindly pay attention to the job rate, eager to expect applicants to the post, the basic policy of the company in their recruitment, the basic policy appears unrealistic or deviant. Recruiters must truthfully inform the candidates of their corresponding salary and benefits when recruiting, and objectively and impartially introduce their corporate culture, especially the company's distinctive corporate culture, so as to avoid exaggerating or making promises easily. If necessary, the Department can also set up a performance evaluation on the turnover rate of staff during the probationary period in the performance target of the recruiter, which can restrict each other to the rate of recruitment. It can not only ensure the rate of arrival, but also prevent the turnover rate of probationary personnel.

The last reason for leaving is closely related to the work of staff relations in the Department of human resources. As HR's staff relations staff, we should pay attention to the mentality and ideas of the old staff, so as to achieve timely and effective communication. Of course, there are many employees in the company. It is very difficult to rely on HR staff for one to one attention. At this point, we can rely on the head of the Department and the corresponding tools. First of all, when there are job vacancies within the company, it can be openly recruited through the internal network, so that the internal staff can understand the current job vacancies in the company and provide an opportunity for their work changes. Secondly, the Department of human resources can conduct a survey of employee orientation every half a year to understand the basic ideas of employees, and focus on those who have the intention of promotion or turnover intention. After communicating with the relevant department heads and understanding their employees' past performance, they can give some assessment to the employees who have real development space to help them achieve promotion or alteration. If it can not be achieved at the moment, it should also communicate with staff in a timely manner to help them find suitable career paths.