The Causes And Countermeasures Of The Loss Of Core Employees In Small And Medium Sized Enterprises

along with clothing Competition among enterprises is becoming more and more serious. As the core staff of the core competitiveness of enterprises, it has become one of the important resources competing in the market. If the enterprise is likened to a car, the core staff is the engine of a car, and whether a car can run a long distance, the engine plays a vital role. However, due to various reasons, the loss of core staff in enterprises is inevitable. This can not but arouse the attention of the enterprise management team.

Important value of core employees

As the name implies, core employees refer to a group of important staff members who rely on long-term development and maintain the core competitiveness of the enterprises. These personnel are highly knowledge-based, highly skilled, or rich in human resources and influence. Usually through their efforts and dedication, enterprises can achieve considerable output and profits. According to the different business and nature of the enterprise, the core employees may be the front-line senior technicians, salesmen, IT technicians, or the elders at the beginning of the establishment of the enterprises, or the business elites who have worked in the enterprises for many years. It should be emphasized that core employees are not necessarily senior executives in enterprises. Their definition is not necessarily related to their positions. As long as he is the best and irreplaceable in his field of work, he belongs to the core staff of an enterprise.

The loss of core staff is related to the operation and operation of the whole enterprise. They usually occupy a crucial position in the enterprise and grasp the confidential information inside the enterprise. Their loss will undoubtedly cause great losses to the enterprise. The important thing is that the vacancies in these positions will affect the performance of enterprises, and the new employees need a lot of time and material costs. Obviously, core employees have important "scarce human resources value" for enterprises.

Grasp the causes of the loss of core staff

The investigation shows that there are many reasons for the loss of core staff. From the point of view of human resources management, it can be divided into the following reasons.

First, in the area of human resources planning, human resources planning can predict the shortage and redundancy of all positions before recruitment, and allocate human resources more effectively, so as to lay a good foundation for the subsequent recruitment and employment.

If a company fails to make human resources planning, it will increase the cost of human resources and affect the performance of enterprises.

Second in terms of recruitment and allocation: some SMEs have some bigotry in recruiting and configuring core employees, and think that external recruitment is better than internal recruitment. In fact, for small and medium-sized enterprises, the cost of external recruitment is higher, and the cost of training employees recruited is also large. Once the core employees of the recruited enter the post, they find that they are not in harmony with the enterprise concept, which will easily lead to their turnover.

Third in terms of training and development: some enterprises lack the individualized training plan for their core employees, unable to develop their potential, and even because the employees themselves are not excellent enough to do training. This will lead to the end of their career and the end of their careers.

Fourth in terms of performance management, the survey found that performance management has a tendency to become formalistic in some enterprises. Clothes & Accessories There are no specific and comprehensive performance appraisal indicators for the core employees and positions of enterprises, and sometimes the assessment standards of enterprises that are mechanically applied to other enterprises often even evaluate employees' performance only according to the supervisor's idea. This unfair and unreasonable performance management mode finally leads the core employees to be convinced and propose to quit.

Fifth in the management of salary and welfare: reasonable salary management is usually related to performance management. Some small and medium-sized enterprises generally pursue fairness in pursuit of results, that is to say, they should maintain the same level of salary with the rank staff, rather than emphasize the salary pattern matching performance. The salaries of core employees do not match their performance, and lack of scientific and effective incentives will also lead to the loss of core staff.

Sixth in the management of labor relations, people are emotional. Even in the workplace where interests seem to be exchanged, emotional factors also occupy a large proportion of employee loyalty. However, some small and medium-sized enterprises, while pursuing the maximization of interests, ignore the emotional appeals of the core employees, and stiffen their orders and demands on their employees to accomplish their work targets. This increases employees' working pressure and hurts their feelings, which is also the reason for the separation of employees and enterprises.

Countermeasures for circumvention of core staff turnover

　 In view of the causes of the loss of core employees, the following countermeasures are taken:

First, in terms of human resources planning, there should be a reasonable job description, a clear job responsibility, performance management plan, salary design and training, so as to provide a clear and clear plan for the follow-up work, and design targeted recruitment plans and training plans for the core posts.

Two, when recruiting and configuring, we can select excellent employees to give them promotion or transfer, and pay attention to the promotion of internal staff. This will not only reduce the recruitment cost, but also increase the sense of belonging and belonging of the core employees to the enterprises. The internal selection personnel are usually more qualified than the outside staff to agree with the culture and system of the enterprises themselves, so as to avoid frequent job hopping and fleeing from the important posts.

Three, in terms of staff training and development, enterprises should provide more opportunities for their core employees to learn and develop, and organize regular training. Lecturers can also be employed. They can also be lecturers with outstanding internal performance. When employees share their successful experiences, they can greatly enhance their sense of pride and honor, and encourage other employees to learn from each other and grow up with each other. "Job rotation" is also a good choice. It has organized and planned core staff to do different jobs, develop various skills of employees and enhance their adaptability, which is suitable for training supervisors. One of the characteristics of core employees is their ability to stand out. Therefore, in the work assignment, we should measure them to undertake important work contents and maximize the potential of these employees.

Four, in the aspect of performance management, the main purpose is to supervise and motivate employees to improve their performance. Some enterprises tend to put the cart before the horse, ignoring the importance of the process, and performance appraisal should be implemented in daily work. Performance appraisal indicators should be targeted, comprehensive coverage of staff work content, fair and impartial performance appraisal for employees, so that employees clearly understand their shortcomings, and cooperate with enterprises in performance management.

Five, in the aspect of salary and welfare management, the salary of the core staff should be slightly higher than the average salary level of the market and the position personnel, because the core employees often create more benefits for the enterprises than the ordinary employees, and the principle of fair management should be earned. For management core employees, enterprises can implement stock incentive plans appropriately, encourage employees and enterprises to seek common development and achieve win-win results in a long-term and effective way. Salary management is usually linked to performance. When performing performance and salary management, employees should be fully aware of and involved in it, maintaining a certain degree of transparency, rather than becoming the most sensitive and difficult topic.

Six is in the management of labor relations: enterprises should adhere to the principle of people-oriented, and believe that people are one of the important resources for an enterprise's sustainable development. For the core staff Training and management not only related to the success and growth of employees, but also related to the development and brilliance of an enterprise, so we must not neglect it.