How should the company retain its employees when it goes downhill?

In the growth period, the company's market share has steadily increased, employee benefits are guaranteed, and the working environment is stable and relaxed. Employees are willing to spare no effort for the company's development. However, the company's main products are depressed, the products need to be updated, the market share is declining, the expenses are insufficient, and the prospects are bleak. At this moment, how to retain talents and ensure sufficient human resources for the second venture is an urgent problem for a large number of domestic enterprises. The company's recession has the following three characteristics: first, the market share has dropped, and the sales volume has dropped sharply; Second, the cost is tight, and various expenses are stretched; Third, the future is uncertain, people's hearts are unstable, and excellent employees are constantly losing. Some employees still stay in the company because they are still waiting for the development of the situation, and it takes time to choose a new place. But most employees feel that doing is the same as not doing, and it is a matter of time before they leave. Key employees are the relying force of enterprise reform, and losing them will aggravate the decline of the company. How to retain these talents is a problem that declining companies need to face up to. 1, when the enterprise goes downhill, the strategy of retaining employees in normal times should be different. Enterprises will not have much money to adjust their salaries and retain employees in difficult economic times, so it is more important to rely on internal incentives, that is, effective communication. Communication in difficult times should pay attention to two aspects. First, the current situation of enterprise difficulties, such as insufficient cash flow, starting to lay off employees, stopping salary increase and upgrading, so that employees can fully understand the company's difficulties. At this moment, all employees need to unite as one to overcome the difficulties; Second, the leadership of the company faces the company's dilemma and tells employees what to do in this dilemma. I used to work in r company. When R company went downhill, the company leadership was unwilling to admit this fact. Faced with the problems of declining market sales and tight expenses, it is always secretive and the adjustment of organizational structure is also vague. Instead of telling the subordinate companies how to adjust, the managers of the subordinate companies were asked to figure out the intentions of the company leaders. The employees were anxious about the obvious difficulties of the company, but they could not see any improvement measures. The staff was disheartened and died. So communication is particularly important at this time. If employees know nothing about the above information, they will think that they are unimportant and not valued, and the company has no future, which will aggravate employee turnover. 2. The decline of the company, in addition to the natural economic law of the enterprise or product, the problem of low execution and resistance to change of the company's senior management (middle-level cadres) can not be ignored. Therefore, in the reform action to comprehensively curb the recession, a considerable number of middle-level cadres will have to leave their posts. It is necessary to promote a group of middle-level cadres who are enthusiastic about change and good at learning and mastering new skills needed for change at grass-roots posts or outside, and enrich them to new posts. Through their specific work, mobilize the enthusiasm of all employees for change, promote the success of the second venture, and help the company out of recession as soon as possible. However, it should be noted that in this metabolic process, the company should take the initiative to make a reasonable assessment method according to the company's reform strategy, find those employees who resist change in time through assessment, and act quickly, change positions or dismiss them if communication is ineffective. It is impossible to find that employees who are not conducive to enterprise change do not want to solve or want them to leave automatically. The longer such a thing is delayed, the greater the damage to the company. 3. Reconstruct the organizational structure and lay out the market scale. Most private enterprises in China have developed through the hard work of their bosses. In the minds of these entrepreneurs, they believe that "man can conquer nature". When companies enter recession, they often have no clear understanding and refuse to admit the fact of recession. However, the laws of the market cannot be violated. In the decline of the main business, we still adhere to the marketing strategy and organizational structure in the mature stage. The consequences are greater burden on the company, uncertain future of employees, loss of confidence and serious brain drain. The correct approach should be to face the reality, quickly adjust the industrial structure and organizational structure, communicate from top to bottom, reach a * * * knowledge, and accumulate strength for a comeback. 4. Equity incentives win-win. Statistics show that 80% of the benefits of enterprises are created by about 20% of them, so enterprises should give these people unexpected rewards and attractive treatment to motivate them. For example, let senior management and technical personnel become shareholders; Let the employees of the company buy shares; Reward futures stocks to people who have made outstanding contributions, and so on. This kind of incentive can promote the emergence of win-win results. At this point, Oracle Bone Inscriptions Company can be said to have spared no expense. The company has provided "talents" with the privilege of preferential selection and multiple stock selections. In Oracle Bone Inscriptions Company, anyone who has participated in the development of several versions of software can get a 7-figure stock reward, which is enough to become a very generous pension. This kind of incentive is very effective. This method is also effective when the enterprise is in recession, which can stabilize a group of key employees and stimulate their sense of responsibility to share the difficulties with the company. 5. Design the company's salary, performance appraisal and reward system. The salary system of a declining company should be adjusted to a cost-oriented system. The performance evaluation system should have clear and reasonable standards and the evaluation process should be fair.