Introduce Management To Reduce Turnover Rate Of New Employees

Many enterprises are facing a difficult problem. Turnover rate of new employees At a high level, especially in the one or two years after joining the company, the probability of new change is great. A survey shows that the high turnover rate is already a major problem affecting the development of enterprises. More than half of the employees who are leaving are new entrants. This shows that it is very important for new entry personnel to reduce turnover rate through effective management. There are many reasons for the turnover of new employees, but the salary is a great factor. But the lack of effective management measures is also an important aspect. This article introduces the practices of some enterprises, which effectively reduce the turnover rate through a series of measures, and can help new people quickly integrate into the enterprise. The new employee introduction program of Beijing branch is a high-tech enterprise in Zhongguancun, Beijing, which mainly provides maintenance services for computer and hardware for some large organizations. Since 2003, the company has developed rapidly, from tens of millions of sales to several million. With the rapid development of the company and the increase of personnel, a group of new recruits will be introduced every year. There will be new graduates, and job hopping or experienced candidates. What worries the company is that the new entry staff is very unstable. More than 1/3 of the new employees will leave the company within a year, and sometimes they will affect the old staff of the company, leaving some old employees to leave. In the face of this situation, the company analyzed the reasons. There are many companies in Zhongguancun, and the competition is fierce. The higher turnover rate is not surprising. The salary and welfare level of the company is only in the upper middle class. Some people come to the company to accumulate experience, and once they have some abilities, they hope to jump to big companies to develop. In addition to these objective factors which are difficult to change in the short term, the company interviewed by severance officers found that many people left the company because they did not feel valued and could not be integrated into the company, so they chose to leave. For this reason, the company has drawn up a new employee introduction plan, which pays special attention to the new employees and stabilizes these employees through a series of measures. The most characteristic of these measures are two kinds, one is the "knot pair" activity, the two is the Department entry entry. The "tie pair" activity draws on the "Godfather system" of the Japanese Toyota Corporation. The Toyota Corporation arranges the godfather for the new employees, and the godfather of the enterprise is a highly skilled expert. For the new employees, especially those who have just entered the workplace, the godfather can help them grow well, resolve their psychological inadaptability, and lead them to develop their professional ability and professional ability slowly. Inspired by this inspiration, combining with the reality of our company, our company has developed its own activities. Hi-tech companies are young people. Few people over the age of 40, from the address, from interpersonal relationships, it is very difficult to directly implement the godfather system of TOYOTA. So, after improvement, every new employee has arranged a professional person to associate with each other. The selected professionals are those who work longer hours, have work experience, have certain posts and are good at communication, and a professional can bring 2~3 new people. This arrangement is similar to the apprentices of the early state-owned enterprises in our country. It is also similar to the godfather of TOYOTA. However, this pair of activities is not so formal. After the longest year, the activities are cancelled, or when the newcomers have completely adapted to the business environment, they will naturally stop. Once the pair is formed, the veteran Union will familiarise the new people with various ways. The veteran workers' Union regularly talks about new people, introduces the history of the development of enterprises, the situation of the famous figures in the enterprises, helps them solve problems in their work, or answers some perplexities in the workplace. Sometimes, the veteran workers will invite several new people to eat after work, and the topics they talk about are far beyond the content of their work. For example, the general manager of the company meets the two newcomers every year and sometimes eats together. The general manager and the newcomer even discuss how one day the employee left the company to develop better. In this way, every new person who enters the company can adapt to the company's environment quickly. New employees feel that they are concerned in the unit and can quickly integrate into the company circle, and the stability of the new employees is improved. Departmental entry is also a very characteristic management method. Below is an example of a new employee departmental entry process: the new form requires new employees to fill in their requirements clearly. This form is just a tool. The design idea is that every employee who comes to the specific post will feel confused or even frustrated because he is not familiar with his post work, and he is not familiar with his post and which posts will be contacted. At the same time, it will also affect the work efficiency. The whole cycle of departmental entry is half a month. During the process, the new employees will communicate with many related post staff in different departments under the arrangement of human resources department. In this way, according to the requirements of the form, accompanied by the personnel of the HR department, the new employee will go to all relevant posts to take a lap to understand how the two sides cooperate with each other, and what documents and personnel are needed. The contents of the communication are introduced by the old staff in the relevant positions. The new employees learn and remember to communicate repeatedly. When they understand the basic situation clearly, the two sides will sign. Through this process, new employees quickly understand the collaboration problem in their work, and many people are familiar with it. The human resources department also introduces some situations to help new employees become familiar with it, so that the new employees are less aware of job losses due to lack of knowledge about work, frustration and interpersonal problems.

　 Lenovo's "mold" training

Many enterprises attach great importance to training and attach great importance to the training of new employees. But as Lenovo adopts a series of effective measures, there are not many enterprises that seriously design and arrange training for new employees. In the past few years, when Lenovo's development has not yet reached the current scale, senior personnel attach great importance to the "mold" training. Liu Chuanzhi often takes lessons in person, in order to cultivate people, retain new people, Lenovo has great efforts. {page_break}

The model training can be understood from the name. The new employee comes to Lenovo first to "enter the mold", familiarity with Lenovo, and understanding of the requirements of Lenovo to the employees. Through this training process, the employees' behaviors can form some expected norms. With the regular training of model training, there are quite a lot of new recruits and training cycles. Generally speaking, the training cycle is longer, a week or so, and a short 3~4 days. There are two kinds of training from content: one is the introduction of Lenovo, including Lenovo's development history, system culture and so on. For example, Liu Chuanzhi, Yang Yuanqing and other entrepreneurial elders sometimes take part in training personally, tell new employees about old Lenovo stories, talk about how many difficulties they have met, how to overcome them, and what efforts have been made by some entrepreneurs, until today, how Lenovo is coming step by step, and many people who join Lenovo are deeply touched in this link. Another example is the introduction of Lenovo culture by the lecturers, what is the meaning of many local dialects created by Lenovo, and associates people's early sense of responsibility, ambition and dedication. Another part is management and professional training, including how to manage time, how to communicate, and how to meet professional requirements of Lenovo. This part of training aims at enhancing the ability of new employees. According to a person in charge of model training, model training has long gone beyond the scope of training, and new people have concentrated on communicating with each other. Old leaders, incumbent leaders, trainers and newcomers have been together for a long time. New people can set up a basic concept for the company, new acquainted with each other, and a communication link between old staff and new employees, so that new members can quickly understand Lenovo. Some people who had taken part in the model training and left Lenovo later said that the training had a great impact, and there was little desire to leave in one or two years.

Particularity of state owned enterprises

The introduction of new recruits by state-owned enterprises is generally a newly graduated university student. Under the system restriction, there are few people who have directly recruits. Large state-owned enterprises have many advantages, stable jobs, higher incomes and generous benefits. Therefore, the turnover rate of new employees is not high, but in the highly competitive industries such as manufacturing, engineering and so on, the high turnover rate of new employees is also a big problem. For example, the major shipyards of China shipping company are facing difficulties in the recent years of college graduates' job hopping.

The shipyard introduces 50~80 university students every year. In recent years, the highest proportion of job hopping among college students has reached 30% within six months. In the past, new recruits did not receive special attention. After entering the office, they began to set up procedures, leaders met, talked and arranged several activities. After induction training, they were assigned to various workshops for on-site exercise, and the leaders of workshop and team were arranged as usual employees. Since the university student turnover rate increased, the shipyard began to attach importance to the introduction of management initiatives.

According to the analysis of the Ministry of human resources, many college graduates resign because they are not suited to the conditions of the shipbuilding site. They are everywhere flashlight and smoke welding. Large scale lifting appliances, noisy sites and outsourced workers are full of oil pollution. To this end, the Ministry of human resources has adjusted the strategy, on-site exercise is indispensable, and it is not necessary to leave any food at all, and at the same time, it is necessary for students to have a comprehensive understanding of shipbuilding. The specific way is to guide students to visit office buildings such as headquarters building, R & D center and sales center, and arrange certain administrative activities and office activities for college students to participate. For example, the new ship transfer ceremony, the new office completion ceremony, the reception of foreign guests, and the reception of headquarters leaders. In this way, the new college students will know all the enterprises in an all-round way and will have more people to stay.

State owned enterprises also have a special "advantage". The role of their party groups and trade union organizations can not be ignored. This is a reference for many private enterprises. Private enterprises, though flexible and efficient, can be seriously inadequate in the development of many organizational functions. The company also found a cause for the new college students to leave, the shipyard is located in the remote area, more than 50 kilometers away from the city center, and fewer female college students, engaging in marriage and getting married is a big problem. This seems to be a private affair of employees, but when it affects the stability of the staff, it needs to take management measures. The party secretary of the enterprise found this situation and consulted with the trade union. On the one hand, it arranged activities for young people to engage with each other, so that young people in the factory knew each other and create opportunities. On the other hand, a hospital and nursing school not far away from the shipyard held a "marriage" activity between two units. This method played a major role. Many young people found the right target to get married and took root in the local area. This "marriage" activity has been going on for five years, and every year it will receive great results. The turnover rate of the new college students has dropped to a very low level.

It introduces the management efforts of some enterprises in order to retain new employees. Management It is easy to draw lessons from it, but in the face of new employee groups, if managers do not have a deep understanding of this group, if they do not solve the management problems wholeheartedly, if they can not discriminate the various motives under the complicated phenomenon, simply regard the new employees as the means of making money, and regard the cost of the wage as the object of the game, then no matter how many tools and methods that can be applied flexibly, it will not work.