How Do Company Bosses Keep Company Personnel?

< p > < strong > provide competitive remuneration < /strong > < /p >

< p > for competitive talents, competitive remuneration is an unavoidable problem, just like the foundation of high-rise buildings.

If the stability of the foundation is missing, then many other strategies can only be castles in the air.

Hewitt consulting has conducted a survey of different industries in China. Research shows that salary is still the first element to retain talent.

In a sense, it is not only the need for talents to meet the basic material needs, but also the recognition of the value of talents at the material level, which will enhance the sense of honor and sense of belonging of the talents.

As to what kind of remuneration can be called competitive salary, enterprises can interpret competitiveness in two directions: first, horizontal comparison with similar counterparts of enterprises; examine the level of remuneration of enterprises; second, make vertical salary comparison within organizations, and examine whether the remuneration of key personnel in enterprises is also in the key position within the enterprise.

The so-called good horse is good for the grass to run fast, and the key salary for key talents is not only a dominant value reward, but also a hidden incentive for them.

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< p > < strong > draw the company's pie > /strong > /p > to the staff.

< p > although the cake can not rush to hunger, it is only from the real material sense. From the psychological level, the cake can not only alleviate hunger, but also stimulate the inner potential.

It is a good example for Cao Cao to use the strategy of quench his thirst and drive the exhausted army to advance rapidly.

In the management of an enterprise, it is not only an unimaginable driving force for them to depict the future development strategy of an enterprise, but also a direction for their subsequent work.

A large number of facts show that when the vision of the enterprise fits the real desire of the human heart, it will produce a powerful driving force, which can make the personnel highly dedicated, conscientious and willing to contribute, because in their view, the work at this time is not only a means of livelihood, but also a kind of organizational responsibility, which imperceptibly drives them to strive for the completion of this responsibility.

Therefore, when describing the future development prospects of the company, it is also possible to explain to employees more about the shared benefits that the enterprise's goal will bring to achieve its goal, so as to achieve the close connection between the vision of the enterprise and the development of the staff.

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< p > < strong > much appreciated and encouraged staff < /strong > /p >

< p > Graham, a management professor (GeraldGraham), has conducted a study on potential motivators in the workplace.

It was found that three of the five motivations most valued by employees were related to appreciation and encouragement, that is, after the completion of the task, the supervisor thanked himself personally, thanked his superiors in writing and personally praised him.

In real management, it is also true.

Just imagine, no matter how successful the employee has achieved, his boss always says nothing about what kind of problems it will bring. As a result, there is only a vicious circle. Employees will think that the boss is very harsh, aloof, and inhumane. In the long run, employees' self-esteem was destroyed, self-confidence was struck, wisdom was stifled, and the relationship between the upper and lower levels went into the well water and river, so the performance of employees and the enthusiasm of work were also getting worse and worse.

But if we often praise and encourage employees, we will not only create self-confidence and sense of accomplishment, but also arouse the enthusiasm of our employees and inspire their creativity.

At the same time, this kind of appreciation and encouragement will also contribute to the establishment of harmonious relations between the upper and lower levels.

Therefore, in management, the managers of enterprises should not be miserly praise and encourage the language, just as management master Kanter (RosabethMossKanter) said: salary is the right; recognition is a gift.

In the work, give a gift that can be opened, and make the staff happy and happy at the same time. Why not?! < /p >

< p > < strong > create personalized training < /strong > /p >

< p > the development of enterprises is inseparable from training. The growth of talents is of course inseparable from training.

For the talents of enterprises, they are concerned not only with immediate interests, but also whether they can make progress and grow in enterprises, and whether enterprises can provide learning opportunities for them.

As an industry insider has said, if a person has a job skill with market value, it means that he can get a higher salary in the market.

However, if you attach importance to helping employees learn and grow, they are more likely to stay in the company because they know that you really care about their best interests.

At the same time, training is also one of the important means for enterprises to shape talents and enhance their competitive edge.

The training of qualified personnel can not only enhance the core competitiveness of enterprises, promote the achievement of the strategic goals of enterprises, but also integrate and unify the individual objectives of employees with the strategic objectives of enterprises, meet the needs of individual self-development of employees, improve their sense of belonging and enhance their cohesiveness and centripetal force.

Of course, when providing training opportunities for talents, we must follow the principles of individuality and practicality, and strive to combine the training requirements of employees with the development strategies of enterprises in two ways.

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< p > < strong > hold the last hurdle -- do a good job in exit interview < /strong > /p >

< p > some enterprises think that the employees who apply for leaving the office are unfaithful to the enterprises. They are about to spill the water. It is a waste of time to interview them.

As far as I know, in the exit interview, there are still many articles left behind to do.

For example, Liu Bei in the Three Kingdoms period, he heard that Xu was forcibly forced to go to the Cao camp to save the mother, and suddenly cried. At the time of the farewell, he personally gave Xu Shu a horse for the horse, gave a journey and a journey, did not bear the victory of Zhu Geliang, not only to get the true feedback of the problems in the management of the enterprise, so as to provide the basis for the improvement of the enterprise later, and also to attach the importance of the enterprise to the talents, to respect the spirit of the talents and to establish the image of the people based on the enterprise, which is also of great benefit to the enhancement of the talent attraction of the enterprise.

If a company is indifferent to its employees, it will not only save the talented people, but also destroy the good image of many years of painstaking efforts.

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< p > < strong > starting from recruitment, keeping the source < /strong > < /p >.

It is no exaggeration to leave P until recruitment begins.

According to the survey conducted by a research institution, if the incorrect recruitment method is adopted, nearly 50% of the new union members will choose to quit job within 6 months after entering the enterprise. The main reason for job hopping is the job mismatch. That is, we often say that a good horse is not a good horse with a good saddle or a good saddle. But if an enterprise can use the standardized recruitment method to get the information of the applicant as fully as possible, and make the employment decision relative to the post needs and the corporate culture, it will reduce the turnover rate to below 10%.

It can be seen whether recruitment is directly related to the success of talent retention from the source.

Therefore, in the recruitment work, enterprises must adhere to the matching of personnel and jobs, do well in personnel evaluation, and do well in the evaluation of candidates. They do not carry out the low consumption of talents or the high consumption of talents. Only in this way can we ensure that the recruited personnel are suitable talents that meet the needs of the enterprises. The strategy of retaining talents in the enterprises can work well for them. Otherwise, if the job seekers only use the enterprise as a springboard, they will act as a passer-by.

For example, some job seekers pay more attention to realistic salaries, and enterprises are in the growth stage. Salaries are inferior to similar enterprises. The advantage is that they can provide a good development platform for the growth of talents. Such job seekers are not suitable job candidates for enterprises.

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