Interpretation Of Small And Medium Enterprises' Retention Strategy

< p > < strong > job seekers' concerns: < /strong > /p >

< p > recruiters often focus on the following four aspects: company strength, salary and salary, company bosses and business philosophy, and opportunities for learning and development.

Large companies have strong platforms, human resources system is perfect, and the direction of development of the company is relatively clear, so attractiveness is obvious.

In comparison, small and medium-sized enterprises are in a competitive position in attracting and developing talents.

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< p > < strong > characteristics of small and medium enterprises < /strong > < /p >

"P > first, many small and medium-sized enterprises, because of their small scale and limited financial strength, make wages according to the operating conditions and financial conditions of the enterprises, and lack the definition of the related labor market."

According to Adams's theory of fairness, a person who works in his own position will not only think about the ratio of his income and pay, but also compare his income and pay with the income of other related people, so as to determine whether his income is fair.

By comparison, if employees feel unfair, employees may have intention to quit.

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< p > Second, mature large enterprises can follow the HR process. The newly established small company does not need full-time HR.

Only small and medium-sized enterprises in the development stage lack of mature human resources process system to achieve management, and also need support from HR staff.

Nepotism, family business and recruitment are not easy.

These interlaced and complicated problems make HR in small and medium-sized enterprises often encounter many problems in their work.

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< p > therefore, the whole set of human resource management norms of large enterprises can not run in small and medium-sized enterprises, and too simple management can not meet the management needs of enterprises in this respect.

Faced with such a dilemma, how should HR be solved in small and medium-sized enterprises?

It is probably the way to solve problems by establishing harmonious atmosphere of labor and management and ingenious leadership of the company.

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< p > < strong > the first step: "smart" to settle the salary issue < /strong > < /p >

Since P reform and opening up, China's small and medium-sized enterprises have developed rapidly, but brain drain has become a major problem affecting the development of enterprises.

The reasons for brain drain involve many aspects of human resources management, but the issue of compensation has always been one of the important reasons for brain drain.

There are still many imperfections in the salary management of small and medium-sized enterprises, resulting in serious loss of employees in small and medium-sized enterprises.

Therefore, SMEs who want to retain talent and are in financial disadvantage must first break the "salary" injury.

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< p > it is still very useful for most employees in small enterprises and for the core employees in larger enterprises to retain their feelings. Emotional retention has a special role in certain stages, especially in the special period of enterprise development.

But emotional retention is not a permanent solution, a reasonable salary system can reflect the respect and recognition of talents.

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< p > design a complete salary system.

We can generalize the basic principles of compensation design, that is, internal equity, external equity, motivation and feasibility.

On the basis of understanding these principles, we can achieve certain salary targets through salary technology.

A good salary system can only play its due role only if employees accept it. < /p >

< p > the basis of salary design is job analysis and job evaluation. Through careful investigation, we can determine the value of each post in the organization and the value of the society, so as to achieve fair and external equity.

"Fair to the inside" should solve the psychological balance between management and ordinary staff, backbone and non backbone; and "external equity" should refer to the average value of specific posts in the society, roughly equal to the social average price, preferably a little higher, so as to maintain competitiveness.

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< p > salary design should not be divorced from enterprise development strategy.

More and more SMEs realize that the design of salary is related to the retention and attraction of talents, but few SMEs combine the construction of salary system with the development strategy of enterprises. Therefore, employees can not concentrate their efforts and behaviors on helping enterprises to compete and survive in the market, so that employees and enterprises can not establish common values and codes of conduct.

As a result, it costs a lot of manpower, material resources and financial resources to keep people in a bad way, and it can not complement and enhance the role of other human resources subsystems, such as personnel selection, training and performance appraisal.

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< p > a good policy must be combined with welfare.

Welfare refers to all kinds of guarantee plans, subsidy services and in kind rewards that employees provide to employees except wages and bonuses.

Small and medium-sized enterprises can design welfare as a non universality, requiring employees to get welfare compensation through their own efforts, that is, dynamic welfare plan based on performance and ability.

This saves both cost and incentive.

According to the actual situation of our enterprises and employees, we can design diversified welfare programs that are low cost and close to employees' lives.

Make self-service benefits according to the needs of employees.

Different employees have different needs. If the welfare and the needs of employees are out of line, it will not achieve the purpose of welfare.

Therefore, when making welfare package plans, employees can choose their own welfare packages within a certain range, namely self-service benefits.

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< p > < strong > other countermeasures for small and medium enterprises to retain people: < /strong > /p >

< p > in the enterprise "hard mechanism" and "soft environment" have not been built well, or in the absence of a certain degree of visibility of enterprises, to adopt targeted and flexible "retaining people" method, from selecting, educating, employing and retaining people and other aspects, and gradually establish a perfect human resources management system, often will receive incredible results.

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< p > < --EndFragment-- > < strong > 1, the selection: < a href= "http://www.91se91.com/news/index_c.asp >" recruitment personnel < /a > balance should be no qualification, potential novice "/strong" > /p >

< p > this is a realistic choice for small and medium-sized enterprises to make up for the weakness of outside talents.

Experienced high-quality personnel may not stay long, but it is easy to cause instability of human resources in enterprises.

Compared with work experience, employees' working style and work attitude, especially their potential for development, are more important for enterprises.

At the same time, novices are generally young, energetic, highly efficient and modest in their work style. They can often work and learn from the ground and pay more attention and devotion to the development of enterprises and their personal development.

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< p > when selecting such talents, there are several factors for reference: 1., relax the academic requirements under the same ability and potential; 2. recruit some good graduating students; 3., those who have better comprehensive quality, but are still in the stage of career accumulation: the career planning of these people is more consistent with the company's development strategy requirements, and in the course of growth, they will surely produce better value for enterprises, of course, their growth process will also deepen their recognition of enterprises; 4., those who are steadfast and steady in pursuit of stability.

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< p > < strong > two, educating people: focusing on internal training < /strong > < /p >

< p > the external excavation of talents can ensure the timely needs of enterprises and bring vitality to enterprises. However, the cost is too high to challenge the resources of small and medium-sized enterprises, and at the same time, it is not conducive to mobilizing the enthusiasm of employees in enterprises.

On the one hand, internal training has an incentive effect on employees. The employees trained and promoted are more familiar with enterprises, and on the other hand, management costs are relatively low.

However, it should be noted that the connotation of this training is broad, not just the cultivation of professional knowledge and skills.

Moreover, we should pay special attention to the cultivation of employees' sense of belonging, which will help to improve the specific adaptability of talents to enterprises and the stability of human resources.

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< p > < strong > three, personnel: to establish a scientific and reasonable mechanism for attracting talents and < a href= "http://www.91se91.com/news/index_c.asp" > evaluation mechanism < /a > /strong > /p >

< p > small and medium-sized enterprises are subject to various objective conditions. Therefore, we should create conditions and create a good atmosphere for respecting knowledge and talents.

In addition, regular or irregular assessment should be carried out for all kinds of talents at various levels. According to the characteristics of different posts and the level and category of talents, the assessment system of all kinds of talents should be established according to the principle of combining qualitative examination with quantitative examination.

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< p > below "trilogy" can provide some references for employers.

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< p > first step: To explore and pay attention to the dynamics of talents: to understand and explore their real concerns and needs in many ways and angles, and maintain close relationship with all kinds of < a href= "http://www.91se91.com/news/index_c.asp" > communication mode < /a >.

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< p > second step: attach importance to the needs of talents and do their best to satisfy them: attach importance to them from the mind, and at the same time implement them into action, that is, explore the methods and strategies to meet the needs of talents, and regard the demand of talents as the problems and difficulties they encounter to solve them, so that the demand is no longer a problem that puzzles talents, so that talents can concentrate on their work.

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< p > Third: to meet this demand, it will produce the demand. This kind of exploration and satisfaction should be cyclical: a demand point of talents will satisfy another demand point, so the responsibility of human resource managers is to constantly explore new demand points of talents and give timely satisfaction, so that it is possible to retain talents and ultimately form the core human capital of enterprises.

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< p > < strong > four, keep people: attach importance to emotional management < /strong > < /p >

< p > small and medium-sized enterprises are more likely to have a good relationship with employers than employees.

Emotional management is the main content of cultural management, and is an important affinity project.

Emotional management pays attention to the inner world of employees. Its core is to stimulate positive emotions of workers, eliminate negative emotions of workers, and achieve effective management through two-way communication and communication of emotions. The deep inner spiritual motivation of emotional stimulation is quite huge.

It is the consensus of modern business managers that "no satisfactory employees will not have satisfied customers".

"Feeling" can help to make employees feel a sense of belonging and a sense of responsibility, so as to integrate their personal development and enterprise development and willingly contribute wisdom and talent to the prosperity of enterprises.

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