Why Smes Face Shortage Of Workers: Talent

"All the people are job hopping."

According to the survey conducted by you Tai consulting, the result is

Inside the enterprise.

Without regard for source control, the recruited talents are not suitable for enterprises and posts; the salary system, training system, incentive mechanism, promotion mechanism and so on are not perfect; no good corporate culture has been formed; the stage for self realization of talent has not been provided; standardized system and workflow have not been standardized.

Outside the enterprise.

The link between education and social pition is weak; the speed of personnel training and growth is lower than that of the industry; the colleges and universities that cultivate professional talents are scarce; the working characteristics of the industry are relatively hard, and the payoff cycle is long; social life and work pressure are great; the development of enterprises and industries, the demand for talent is increasing, and the opportunity for talents to be chosen is also increased.

The external factors of enterprises are beyond our control and we can only take actions inside the enterprises.

Let's first answer a question, "why do we need to go to small and medium-sized enterprises?" I think the following are the main answers: "leaders value me very much, and they are very good to me, and he is more suitable for people to do things"; "and colleagues around can be like a family, although working pressure is relatively large, but very enjoyable"; "can fully realize the value of self, and have a sense of accomplishment with the growth of enterprises"; "although the present salary is not high, I am very optimistic about the future development of the company and the future development of my company"; "it is easier to communicate with leaders, and more frequently, and to know more about the company".

To a certain extent, these answers represent the needs of talents and the advantages of small and medium-sized enterprises.

Taking talents as customers and meeting the needs of customers will achieve a good effect of retaining talents.

First, retain

The needs of employees at different levels and in different posts are also different.

The employees' needs are classified and analyzed, and targeted strategies are adopted to retain talents.

The following table shows.

demand

Strategic Emphasis

Hierarchy

High-level

Forming a destiny community with enterprises

Establish a good decision-making mechanism; long-term incentives;

Middle level

In addition to the ability required by the job, the ability to manage the business management of the enterprise is promoted, and there is a certain job autonomy.

Organize the training of enterprise management regularly; proper decentralization;

Grassroots backbone

Promotion and remuneration that are directly proportional to job performance; able to play, exercise and improve themselves.

Establish reasonable staff promotion and development channels and salary, performance appraisal system, reasonable post settings, job rotation; establish long-term talent training mechanism for middle level talent pool;

Ordinary grassroots

Pay for basic living needs; sense of belonging;

Provide remuneration that is equal to the same industry in the same area; organize staff activities regularly; pay attention to employees' feelings and concerns;

post

production

The working environment is good and the safety factor is high.

Create a good working environment; establish a formal safety precaution mechanism;

Sale

Improving sales skills and knowledge; remuneration linked to job performance;

Regularly organize training in sales skills and knowledge; adopt the mode of old staff with new employees; set up salary and performance appraisal system that accords with the characteristics of salesmen; strengthen staff's humanistic care, such as signing birthday gifts signed by the manager, visiting parents and parents during holidays.

research and development

Good working environment and innovative atmosphere; equipment support;

In the same area and the industry competitive remuneration; create a good working environment, establish a management mechanism conducive to innovation; provide a complete R & D equipment;

technology

Apply to your own technology in your work, and continuously improve your technical knowledge and level.

Competitive remuneration in the same area and the same industry; providing technical training; adopting the mode of master apprentice; giving technical personnel full trust to enable them to undertake challenging tasks;

In the above strategies, we need to do the following:

1, establish a reasonable staff training system.

After recruiting small and medium-sized enterprises, it is easy to neglect the work of personnel training and career planning. Many employees have worked for two or three years, and there are few training times. Moreover, they feel that the training content is not very helpful to the work, and the pertinence is not strong, so the enthusiasm of staff participation in training is not high.

2, establish clear post settings.

Small and medium-sized enterprises are small in scale, and their duties inside and outside the Department are easy to be vague.

Xiaoli, a technician of a small and medium-sized steel mill, complained: "our technology department often works for the manufacturing department. Is it a high salary to invite us to do this kind of work without technical content?" it can be seen that the unclear setting of posts can easily lead to the realization and promotion of staff's professional knowledge and ability.

3, establish a reasonable promotion channel and pay performance appraisal system.

Because of the relatively small number of posts in small and medium-sized enterprises, the promotion channels for employees are relatively narrow. Some employees have worked in a post for several years, and their posts and grades have not changed, so that employees can not see the future development space.

Moreover, small and medium-sized enterprises rarely manage the system, do not realize the importance of the salary and performance appraisal system, and do not reflect the difference of employee value in salary, and lack of standardized performance appraisal.

4, give employees full trust, authority and responsibility.

The leadership of small and medium sized enterprises tends to be highly centralized, while the employees below are highly constrained.

Leaders of small and medium-sized enterprises often complain, "tired and tired, I don't think the leaders of big companies are so tired."

I do not know in the company, regardless of the size of things should be pro - and pro, others can not rest assured.

Subordinates also feel that work is too restrained, lacking autonomy and challenge.

Leaders of small and medium sized enterprises can consider appropriate decentralization, so that they can not only save energy to more critical tasks, but also create opportunities for their subordinates to improve their abilities.

The implementation process of strategy is also the process of self-cultivation of SMEs. It gradually forms a good corporate culture, standardizing enterprise management system and strengthening the level of human resource management.

From another perspective, SMEs can also take precautions in the following ways:

1, strengthen the standardization of enterprise work flow standards, reduce dependence on talents.

After the standardization of workflow, employees can work according to the standard process.

This effectively reduces the requirements for the quality of employees, reduces dependence on talents, and ensures the quality and efficiency of work.

2, by doing a good job in the usual talent reserve and talent echelon construction work, reduce the risk of talent shortage.

The signing of talent input agreement with colleges and universities is one of the ways to reserve talents at the grass-roots level.

Usually, we should plan, consciously and purposefully train different levels of staff to become candidates for a successor.

3, communicate with employees in depth and understand the changes in the psychology and needs of the people.

Small and medium-sized enterprises should make full use of their own advantages to communicate with employees in depth, grasp the staff's ideas, and timely dredge.

Two, enterprise temperature regulation system

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From the above chart, we can see that the enterprises perceive the employees' perception through the perception of the positive and negative size and the size of the talent demand, thus affecting their behavior.

Just like a shower with cold and hot water to regulate the water temperature, the perception coefficient can be used to get people's perception of water temperature. Whether the temperature is suitable or not is the key to human action.

Therefore, in addition to meeting the needs of talents, this perception coefficient is very important, and the perception coefficient is influenced by very complex factors, such as the opportunity to meet the needs of talents, the way and so on, and the factors of talents themselves.

Besides, enterprises should determine the unit time cost and profit ratio that they can afford.

The cost here is to meet the needs of talents, and the income is the contribution of talents to enterprises.

Of course, manpower costs can also be saved in various ways, such as organization, process reengineering and so on, all of which are the key to human cost control.

In this system, enterprises must satisfy the demand of talents while controlling the perceived coefficient and get the employees' behaviors they want.

Three, establish enterprise introspection mechanism

Li Jing, senior director of human resources in Beijing Wuming commercial group, said: "enterprises are being dug up, just like when a wife asks you for a divorce, it may be too late to save it again, so the focus of the business at this time is not to retain talent, but to find out what is the ecological environment that destroys talent development in enterprise management."

We think that we should set up the mechanism of enterprise introspection, strengthen the management of employee turnover, analyze the real reason for the talent leaving the enterprise, and maintain the relationship between the departed employees, so as to lay the foundation for the future.

Enterprises and employees are not zero sum competition, but win-win cooperation relationship.

Small and medium-sized enterprises, as long as they give full play to their own advantages and spend their efforts to cultivate talents, this valuable land will yield fruitful results one day.