Before And After The Spring Festival, Job Hopping Is A Major Worry Business.

Before and after the Spring Festival, it has been the peak time of the whole year's job hopping. The survey shows that manufacturing workers ranked first in the turnover rate of 65.05%. Human resource experts believe that this is mainly due to the frequent demand of customers in the industry, the trend of younger employee structure, and the popularity of technical personnel. < a href= "http://www.91se91.com/business/" > employees < /a > frequent job hopping is inevitable.

Then, in the textile machinery industry, can the human resources of enterprises achieve a sustainable and stable state? What are the reasons for employee turnover and how to improve employee loyalty? < /p >

< p > < strong > employee turnover rate is inversely proportional to enterprise efficiency < /strong > < /p >

< p > the head of Human Resources Department of Shanxi Hongji Polytron Technologies Inc said that the problem in the process of human resources management is that it is more difficult to retain young talents in the relatively bad period of operation, because most young people are reluctant to work locally, and prefer to go to the southern cities with higher wages, especially those with technical skills.

If we want to keep people, we should not only keep up with the welfare, but also have a good cultural atmosphere.

For the old staff and management personnel, the company will regularly organize their visits to the field, and insurance is guaranteed.

Companies recruit new recruits are usually recruited through colleges and universities, so the staff's plasticity is strong, and also conducive to the cultivation of loyalty.

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< p > the chairman of Shanghai Hao Chang mechanical and Electrical Equipment Co., Ltd. < a href= "http://www.91se91.com/pioneer/" > Ma Chi < /a > indicates that under the market economy condition, the advantage of enterprises lies in talents, and the stability of technical talents is very important.

How to improve employee loyalty and how to make good use of talents, so as to reduce the cost of human resources and achieve the maximum utility of human development, has always been a concern for companies, especially the human resources management department.

Under the background of current labor shortage, a stable workforce can create a good internal environment for enterprise development, so that enterprises can focus on shaping their core competencies and enhance their strength.

In Hao Chang, the stability of the staff is relatively high, which is due to the company's cultural atmosphere and the continuous improvement of employee benefits.

Company employees say that everyone is happy to work and live happily, which is a true portrayal of the past two years.

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< p > as a labor-intensive component enterprise, the head of a textile equipment company in Jiangyin said that the company is facing the problem of brain drain.

It is mainly due to the poor efficiency and the high cost of labor cost, and the stability of employees is obviously affected.

Only when many orders are placed, will some employees be willing to work overtime to work at least 12~16 hours a day.

The problem of small businesses is that employees' benefits and insurance are not guaranteed, such as employee heat stroke, accident insurance, etc. the state has no financial support at present, and if there are any problems in these areas, it will depend on the enterprises themselves.

He believes that enterprises should take the initiative to seek technological innovation, introduce and use highly automated production equipment, reduce excessive dependence on intensive labor, thereby reducing the demand for labor.

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< p > it is easy to see that enterprise efficiency is inversely proportional to the turnover rate of employees.

Enterprises with large scale and good efficiency have unique advantages in maintaining the stability of their workforce.

Under the premise of similar basic conditions, the larger the scale of enterprises and the better the cultural atmosphere, the lower the turnover intention of employees.

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< p > < strong > brain drain affects the quality of products < /strong > /p >

< p > in textile machinery enterprises, many factors will cause product quality problems.

When the rate of defective products increases, enterprises generally analyze the causes of the system through the "man-machine material environment" method in total quality management theory.

The turnover of older employees or skilled employees has the greatest impact on product quality.

The high turnover rate of front-line staff will affect the mood of left behind employees, reduce employee loyalty, and even indirectly take away a group of old employees.

To a certain extent, it is first qualified employees to have high quality products.

At the same time, the entry of new employees will greatly increase the rate of defective products caused by human factors.

During the probationary period, the company usually allows new employees to practice with the old employees and adopt the traditional way of "taking the old with new ones". However, due to the differences in knowledge between the new and old employees and the lack of effective communication channels, they not only affect the quality of products, but also produce the saying that "5 new employees are inferior to 1 old employees".

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< p > some people in charge of Human Resources Department of a company reflect that less than 5 years old employees in the company have not formed a skilled, reasonably structured, United and stable workforce, and it is more difficult to form a systematic and effective corporate culture.

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< p > according to the survey, there is a causal relationship between employee turnover rate and product defect rate.

The income of manufacturing workers is closely related to the quantity of products and the quality of products. The wages and bonuses of employees are linked to the rate of good quality of products, the cost control of unit products and sales volume.

However, if the overall efficiency of the company is poor, it will inevitably lead to the unstable employee salaries and the decrease of wage income. Coupled with the pressure of product repair and frequent overtime work, the high frequency flow of personnel is unavoidable; and the high-frequency flow of employees will inevitably cause enterprises to face the pressure of order loss, the pressure of trust from customers, the stability of employees and the pressure of product quality, which aggravates the instability of product quality.

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< p > < strong > employee loyalty needs to be improved < /strong > < /p >.

< p > employee loyalty is not only bad for enterprise brand building and talent echelon establishment, but also affects the formation of core staff team.

From the current workplace environment in China, the loyalty of manufacturing employees, especially young employees, is one of the few industries that are on the low side. Basically, they are "iron camp and flowing soldiers".

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< p >, what exactly do employees hope to get? The survey shows that the two most important factors for employees are career development and basic salary, followed by training and bonus incentives.

For women and 35~54 years old employees, salary is the most important factor; for men, managers and less than 35 of employees, promotion opportunities and development space are their top priority.

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< p > for textile enterprises, the factors that affect employee loyalty are not only wages, welfare, treatment, and limited personal development platform, but also factors such as working conditions and environment, corporate culture and so on.

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< p >, for some small and medium-sized enterprises or enterprises that are not very effective, it is imperative to improve their loyalty.

First, pay attention to corporate culture, pay attention to the construction of soft environment, increase the respect and trust of employees, and make employees feel proud and belonging.

The two is to perfect the scientific salary system, to be fair internally, and to improve the competitiveness of the remuneration in the same industry market.

Three, we should improve the training and promotion mechanism, let employees have clear career development direction, set up benchmarks for excellent staff, and enhance their firm confidence.

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< p > and for the cultivation of the loyalty of core technical talents, the head of Human Resources Department of Qingdao Hongda Textile Machinery Co., Ltd. said that before signing up for the training of core technical personnel, it was necessary to sign relevant agreements to ensure that talents did not flow out, because once technology talents jumped to the competitors' enterprises, the harm to < a href= "http://www.91se91.com/news/index_s.asp" > original enterprise < /a > was the biggest.

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