Enterprise Management -- How To Retain External Staff In Small And Medium Enterprises

For small and medium enterprise It is not easy to introduce and retain outstanding outside staff. Many small and medium-sized enterprises are often puzzled by this. Small and medium-sized enterprises are only afraid of the introduction of outside staff. be engaged by external units It is more difficult to retain personnel, and with some erroneous understanding and backward management means, the loss of outside staff is very serious. The author of small and medium enterprises external recruitment personnel The reason of "five no" is summed up.

1, do not trust outside staff. No one can understand the principle of "using people without doubt, without doubt", but what is really done is not so easy. Because many small and medium-sized enterprises are in a family run business environment for a long time, they are always not at ease with their employees, especially outside staff. While using an outsider, he also wants to arrange his family or confidant to someone else's eyes as a "EyeLiner". He always acts like a guard against theft, and fears others have ambidextrous. Besides, he often directs the subordinates in charge of outside directors. In short, it is the distrust of the outside recruits, which only makes the outside staff feel that their work is meaningless and has to leave.

2, do not keep promises. Small and medium-sized enterprises do not abide by their commitments is one of the main reasons for the resignation of the outside. Many small and medium-sized enterprises will not increase wages, bonuses or welfare when they are in good returns. When the funds are tight, they will not be in arrears for a long time, even if they are agreed on the Commission and bonus. When they are really fulfilled, they will not want to cash in on all kinds of reasons and methods. It's the most difficult thing for an outside party to accept when it's time to make promises. As a result, many outside workers often go out with anger when they encounter such a thing, often quarrelling with small and medium-sized enterprises.

3, do not respect external staff. Because of the quality problems and communication problems of many small and medium-sized enterprises, they often get angry, rebuke, and even abuse employees in the work. When I visited a small business in a dairy company, I met a boss of a small and medium sized enterprise. He was cursed because he was a worker and a box of goods was put down, and the employee immediately quarrelled with the boss, and then he left. Therefore, as a small and medium-sized enterprise, not only must respect employees, but also understand employees, and their employees get angry outside, and come back to be angry. How can he still feel in this environment?

4, we must not be talented. Most of the small and medium-sized enterprises are family run businesses, and the important and key positions are naturally their own families. Therefore, even for the outside staff, it is difficult to be reused even if they have the ability. Sometimes, even if the employed personnel are used, it is difficult to give orders. So as an outside employee, in such a situation, he has no choice but to find another job.

5, do not do career planning for employees. Because the management of small and medium-sized enterprises is relatively rough, it is relatively backward in the aspect of staff management. SMEs often think that they can provide employees with a platform to earn money. What plans, career plans and so on are all virtual. In fact, ignoring the needs of employees' spiritual needs and self actualization is also difficult to retain talents. Because people are constantly growing, let employees feel that they have great room for development, letting employees know what kind of goals and realms they can achieve through continuous efforts, otherwise, good employees will also leave.

In view of the reasons for the loss of small and medium-sized enterprises' talents, how can SMEs retain outside employees?

First, interest is the basis for retaining talents.

Small and medium-sized enterprises should correctly understand the importance of the relationship between interests and retaining talents. While conscientiously fulfilling their commitment to employees, they must also have material incentives to make outstanding contributions to employees who have made outstanding contributions, so that employees can feel their own values. {page_break}

For example, a small and medium-sized enterprise in Zhengzhou is worth learning from the establishment of "interest community" with employees to retain talents. This enterprise establishes interest communities with elite talents through the following three ways: first, to make its shareholders "shareholders". This can not only keep employees, but also enable employees to create greater value for themselves, and more importantly, employees will work harder because of their interests. The two is to give it a piece of "private land" and carry out project contracting. That is, let employees become the leader of a project, give full autonomy to them and make them work harder and harder, so that they can not only satisfy their entrepreneurial needs, but also mobilize their enthusiasm. The three is to let elite talents become distributors. Such as Henan people's wine industry is to take this approach and received good results. This approach is to provide a market for these entrepreneurial elite, lend him liquidity, give corresponding support, and make it a distribution branch, so that employees can have both distribution function and salesmen's functions, and make the best of both worlds. Above all, these practices can retain talents well.

Two, emotion is the key to retaining talents.

Trust, respect and commitment are the foundation of emotion for small and medium-sized enterprises and employees, and emotion is the source of loyalty for employees. Emotional retention is that small and medium enterprises in providing direct or indirect treatment of employees, but also to provide adequate occupational safety, sense of belonging, trust, sense of honor, so that employees feel a good working atmosphere and interpersonal harmony. Although interest is important, emotional cultivation can not be ignored. In dealing with small and medium-sized enterprises, employees should not only get their employees' quality benefits, but also let their employees get emotional and spiritual sustenance and dependence. As the saying goes, "man is not grass, which can be merciless". Employees are also people with blood and blood. People must have thoughts and feelings. Therefore, it is undoubtedly the cheapest investment to cultivate loyalty with emotion.

There are many ways to communicate with employees, and it can be said that every contact with employees, conversation and so on are all about emotional communication. There are several ways to communicate with employees in specific ways. 1, for example, bring small gifts to employees and family members in daily work; 2, consider the interests and interests of employees and provide convenience for them; 3, remember the birthday of employees and family members, and offer gifts and holiday greetings; 4, enterprises should often hold some "union members" and "excellent staff awards". These are good ways to communicate emotionally. Let employees thank you from the bottom of your heart and think you are trustworthy and reliable friends. Naturally, they will take the enterprise as a reliable and reliable partner. This undoubtedly fostered the loyalty of employees to enterprises.

Three, culture is the foundation of retaining talents.

The culture of an enterprise is the ideals, beliefs, values and principles of action that the employees of a company have formed and held in the long-term operation and work. The image of her explicit employees and employees is embedded in the hearts of all employees. It is a kind of ideology with values as the core, and plays a positive role in enterprise management. She can agglomerate employees' sense of belonging and identity, and stimulate their enthusiasm and initiative. For SMEs, the most important thing is to establish a loyal corporate culture. For example, the Henan people's business community has shaped its unique corporate culture in its operation, making Henan people's business community a professional liquor distribution organization. The main contents of the culture of Henan people's business community are: "strive for the best, work hand in hand, do well in their own work, and realize their own value". Its core is: "strive to move forward, work hand in hand", "fight hard" means hard work and hard work; individuals and groups must speak a word of "fight", and only dare to fight will win. "Upward" means the greatest profit, the best reputation, the best enterprise and the greatest value. "Hand in hand" means division and cooperation. Individuals and collectives and partners must join hands to make common progress and common development. The Henan people's business association also made employees experience the joys and sorrows of their work through specific events and practices. The more activities such activities do, the more successful employees are, the more loyal employees are, and the cohesion of employees.

Four, mechanism is the guarantee of retaining talents.

The perfect management mechanism of small and medium-sized enterprises is the basic guarantee for retaining talents. {page_break}

The mechanism of enterprises is very important for retaining talents. A good mechanism can enable employees to better develop their talents and provide employees with a fair, just and reasonable competitive environment instead of relying on blood ties. The foundation of an enterprise lies in its use. Therefore, small and medium-sized enterprises must change their past employment concept, and make sure that they do not need to be suspicious or suspect, so that they can not only try their best, but can be more capable and mediocre. Small and medium-sized enterprises only carry out the idea of "putting people first" into every specific work, break the concept of family blood relationship, break down the seniority of seniority, and compete on the basis of "fairness, justice and openness", so that outstanding talents can stand out and reflect the respect for employees' personality, so as to win the loyalty of employees to enterprises. This is also the key to using talents and retaining talents.

Five, the motive force of career retaining talents

It is not enough for small and medium-sized enterprises to retain talents by relying on a single aspect. They not only rely on interests, feelings, culture and mechanisms to retain people, but also rely on their careers to retain people. It is necessary to plan the development strategy of the enterprise, establish the goal of the development of the enterprise, let the employees know the direction of their efforts and the future of the enterprise. At the same time, we should fully give their employees a clear career development track and let the employees know what kind of state they can achieve in the future. In order to retain talents, small and medium-sized enterprises must have a clearer business concept and clear talent mechanism, so as to enable outside talents to have confidence and hope for the long-term development of enterprises, and willingly work together with enterprises to grow and share their businesses.