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How To Cope With New Year's Job Hopping

2010/12/25 11:33:00 60

According to the data in recent years, 20% of the people are determined to jump before and after the Spring Festival, 60% of them are waiting for the opportunity to move, only 20% of them say no.

Job hopping

But most of them have thought about job hopping.

Those who are determined to jump and wait for action add up to 80%.

What causes it?

white collar

Job hopping is mainly due to limited development space, followed by dissatisfaction with salary and welfare, and some lack of confidence in the future of the company or industry; blue collar job hopping is mainly due to low pay and increased cost of living; the new generation.

Migrant worker

It is mainly due to the improvement of expectations and the harsh environment of work and hard work; the rookie in the workplace is shifting from blind employment to rational job hunting; the old hand in the workplace or the change of job due to job burnout, or being encouraged by the headhunters, the friends are bewitching, and the new goals are being created.

Other teams are discordant, not appreciated by superiors, tense colleagues, wrangling between departments, poor communication, unreasonable working process and system, and unoptimistic vision.

It is worth noting that the survey shows that most of the turnover of personnel is directly related to their superiors.

　　諸如此類的問(wèn)題導(dǎo)致的離職在所難免，而集中在年底爆發(fā)的主要原因：一是勞動(dòng)合同多在年底到期，找好下家者只等拿到年終獎(jiǎng)立馬掛冠走人;二是年初企業(yè)大量招聘，給“身在曹營(yíng)心在漢”者提供了擇木而棲的良機(jī);三是企業(yè)新一年崗位、職責(zé)調(diào)整，促使自我感覺良好的失意者拂袖而去;四是春節(jié)假期親友聚會(huì)獲得更多外部信息，通過(guò)攀比感覺“外面的世界更精彩”，自然就要“人往高處走”了;五是績(jī)效考核結(jié)果出來(lái)后，人人從自己的角度來(lái)解讀，諸如指標(biāo)不合理、標(biāo)準(zhǔn)不清晰、數(shù)據(jù)不客觀、結(jié)果不公正、獎(jiǎng)罰不公平等等問(wèn)題，引發(fā)相互之間搶功諉過(guò)，戳疤揭短，明槍暗箭，掣肘使絆，戰(zhàn)友成勁敵，冰火兩重天，被用來(lái)提高績(jī)效的法寶，反而引爆了積怨，結(jié)果是內(nèi)訌不斷，軍心渙散，員工跳槽，破鏡難圓。

At the end of the year, at the end of the year, how should we respond?

In the short term, the emergency response is to write articles at the year-end awards.

For example, announce the year-end bonus plan ahead of time, so that those who can jump but not jump will settle down, and at the same time, they can attract other excellent personnel from other companies to come.

In recent years, many companies have delayed the year-end bonus, or even put it wholesale within 3 months of the year. Some companies have adjusted the proportion to reduce the total amount of year-end awards, increase the quarterly award amount, and set up some special incentives to put them in the middle of the year.

The above "cleverness" can only be a temporary solution. It needs to be used prudently. The formula of "money + career + affection" is a permanent cure for people.

Enterprises should formulate enough competitive remuneration plans and publish them ahead of time, so that everyone can have a clear idea of their benefits. At the same time, they should also give housing subsidies, pportation subsidies, working age wages, shift allowances, performance awards, innovation awards and other additional subsidies.

Through these, employees can feel the sense of home for enterprises, strengthen their dependence on enterprises, and enhance their loyalty to enterprises.

According to a survey by Wanbao Shenghua, the most popular way to keep people in 2010 is to stay in business.

For higher income talents, "career success" is more stable than golden handcuffs.

The key is to establish a reasonable competition mechanism so as to ensure that the right people play a proper role in the right place and get the right treatment (including salary, position, honor, growth conditions and development space, etc.).

For example, help employees tailor their career plans; provide targeted training, learning and development opportunities, such as going to business schools to take paid studies, visiting practice in benchmarking enterprises, rotating jobs and so on, and focusing on posts as far as possible from within, so as to help employees improve their vocational skills and get through promotion channels.

The job hopping is not terrible. The terrible thing is that "what we have to do is not coming, but we should not leave."

Collins, the author of "evergreen", stressed that if the enterprise wants to run for a long time, it must maintain the old staff, and they have more feelings with the enterprise.

Only those who have feelings for the enterprise and those who play an important role in the enterprise can remain in the enterprise safely and steadily, so that the enterprise can develop steadily.

As the new year is approaching, human resources managers should make good performance appraisal and communication without paying attention to the rainy days, pay attention to their mentality and emotions, and formulate various plans and measures to prevent them from happening.

For those who can not be resign, they must do a good job of leaving interviews, understand the reasons for leaving, and leave a good impression on the departing people, making them a good word for the company.