How To Effectively Retain Core Employees In Difficult Situations

How to avoid the turnover of outstanding employees can be solved in the following ways.

1. Effective measures to avoid excellent staff turnover:

1. Pay attention to resignation and resignation.

The most important thing to retain key employees is to prevent them from resign.

Every resignation and resignation should be emphasized and preventive management should be carried out actively.

That is to say, when an employee is leaving, it is better to interview him immediately to find out the real reason for his resignation, because these reasons are often related to company management and management style of company leaders, and may also be related to the company's welfare and incentive system is not perfect. This information is very helpful for the company to take the lead in the situation, constantly improve itself and improve itself.

2, take prompt measures.

Know the real staff through exit interview

After that, measures should be taken to see whether the reasons for employee turnover exist in the company. If there is, immediate corrective actions must be taken to prevent other excellent employees from leaving because of the same reasons.

Similar actions often have obvious effects, and employees are aware of any action taken by the company's management.

Taking timely measures will enable other employees to feel the company's attention to them. It will give them a warm feeling and enhance team cohesion effectively.

3, equity incentive

To avoid excellent employee turnover can also provide equity incentive, but we should pay attention to ensure that the stock is only provided to 20% of the excellent staff, and can not be mixed with ordinary employees, because all incentives are equivalent to no incentives, in fact, the so-called whipping fast bull phenomenon.

The company's reward is mainly a part of fast cattle. Only by identifying the fast bull and motivating them, will they promote the progress of the slow cow.

The key to avoiding the turnover of excellent employees is to avoid the same policy and avoid good or bad.

1, let employees feel special attention and treatment.

If the employee relationship management is very healthy, the overall atmosphere of the company will be particularly healthy. Under this premise, every hardware process is allowed to have some defects, because employees will not see these defects, which is the halo effect in psychology. Conversely, if the internal relationship of the company is unhealthy, employees will feel uncomfortable.

2. Diversified reward mechanisms

There are various angles of reward, and appropriate rewards should be established according to the needs of enterprises.

For example, there are long-term service awards, special contribution awards, excellent talent awards, excellent suggestions and awards.

In addition, we can also set up awards for invention and creation, public welfare and so on. We can use brainstorming to brainstorm all kinds of meaningful awards.

3, reward must suit the remedy to the case.

Rewards should be treated with the right remedy. Only employees' recognition rewards can motivate them, otherwise, even expensive prizes can not produce any effect.

The most unwise behavior when rewarding employees is that the management of the company imposes their own wishes on the staff, which only results in the consequences of spending money without doing things.

4, positive feedback - positive feedback

Positive feedback is a way of encouragement. It emphasizes a positive compliment, which is mainly used to affirm the value of behavior and use descriptive language.

In the feedback process, we should give full play to the sincerity and be frequent in time. This can effectively resolve the gap between employees and companies, so that employees can better understand the company's situation and understand the company's decision to really integrate into the enterprise.

Three, an effective way to keep people in the Department of an enterprise.

It is difficult for enterprises to retain real talents, which is a headache for many business leaders.

It was hard to recruit a suitable person, and soon after he was familiar with the company, he offered to resign.

Many business leaders are puzzled. The company's treatment should be in the same industry.

All aspects of the personnel system are also sound, but why are employees unable to serve for a long time?

According to Maslow's hierarchy of needs theory, there are five levels of human needs: physiological needs, security needs, social needs, respect for needs, and self actualization needs.

Material needs must be met by any employee first, but for another part of the staff, especially the senior and middle managers, their needs are more self actualization needs.

They want to make achievements in their work, make achievements in their careers, and realize their ideals and aspirations. This high level needs to be expressed in the sense of competence and sense of accomplishment. When the employee completes challenging tasks one after another, he realizes his self-worth, gets maturity and satisfaction.

The joy of success is far more important than any other reward. This incentive mechanism is the most important reason for enterprises to stay, and the "Rainier effect" has played an important role here.

Therefore, if an enterprise wants to retain people, it must first consolidate its heart and strengthen its employees' charisma. If an enterprise can not provide the best stage for talents to display their talents, then the enterprise will lose the precondition for retaining people.

In order to enable employees to see their hopes of realizing their own value, employees will naturally choose to leave if they fail to see the hope.

So the following ways can be taken to retain core talents.

1, stay in business - work is happy.

Bill.

Gates once said, "if we take away our best 20 employees, I can say that Microsoft will become an insignificant company."

This shows the important role of key employees, so a company's investment, training, energy and cost will first be invested in key employees, retaining them is to retain the core competitiveness of the company.

Keeping people in business is an effective way to retain key employees.

The young and middle-aged talents should be promoted and allowed to give full play to their space.

What they often want is not money, but a space that can bring their imagination and creativity into full play and satisfy their sense of honor and achievement.

According to the two factor theory of Hess and Berg, money is the most important thing for people to lose. The influence, competence, accomplishment and pride of work, the right to be able to participate in their opinions and the right to participate in their opinions are the factors that really make employees feel satisfied. Therefore, when the industry wants to keep people, the most important thing is to keep people in work and keep people in business, so that people can feel that work is happy.

2, feelings keep people - win the hearts of the world.

Dr. FrederickMorgeson, a professor of psychology at Michigan State University, found that "soft" environment such as office atmosphere and interpersonal relationships affect people's satisfaction with work.

The survey shows that not wages, but the frequency of working with colleagues, workplace friendships and emotional support at work are effective indicators for predicting job satisfaction.

Some bosses think that as long as they pay, they can command their employees at will and let many employees feel cool.

3, corporate culture keeps people feeling good at home.

To create an enterprise culture with a strong sense of cause, let employees see the direction and hope of career development from the unique culture of an enterprise, and such a corporate culture can retain the real talents needed by enterprises.

How to let enterprise culture retain talents is a major issue that every business leader and every business manager must think deeply about.

A good corporate culture is crucial for an enterprise to stay in a certain stage.

A good corporate culture should consist of four aspects: the criterion of discriminating the values equally, the staff training mode that varies from person to person, the reasonable and reasonable salary incentive mechanism, and the humane management with strict severity and degree.

It is short term and not ideal to "dig people" simply by raising salary and high salary.

Therefore, business owners should strive to build a good corporate culture, so that employees can achieve their own values and ideals, is conducive to "retaining people".

4, the system keeps people - no rules, no Cheng Fangyuan.

The advanced employment system can not only promote the growth of talents, but also ensure the stability of the team.

The backward employment system not only depresses talents, but also leads to the departure of talented people in the market economy.

Therefore, excellent enterprises must absorb, conciliate and stabilize talents through reforming and improving the employing system.

Moreover, such a system must be fundamental, long-term and comprehensive.

5, pay benefits to keep people - money on the knife edge

Salary retention should start from strategy.

When designing remuneration, small and medium-sized enterprises should pay attention to the support of salary management to the strategic objectives of enterprises, and consider how to enable enterprises to support competitive strategies and gain competitive advantages through the salary management system.

Efforts and actions of employees focus on helping enterprises in the direction of competition and survival in the market, so that employees and enterprises can establish common values and codes of conduct.

On the basis of establishing the company's corporate strategy and business unit strategy, the enterprise must determine the human resources strategy of the enterprise, and the salary strategy is built on the basis of the human resources strategy. It reflects how the salary system, as the subsystem of the human resource system, supports the realization of the manpower resource strategy.

After establishing the salary strategy, we must pform the compensation strategy into the concrete salary system and the salary management process, so as to perfect the design of the strategic salary system.

By improving design, we can effectively guide employees' attitudes and behavior.

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