2, the enterprise should give each employee a relatively long-term development plan (1-3 years or 3-5 years, more than 5 years, etc. ), this plan should be put into action, with some training and guidance, some supervision and encouragement, so that employees can feel that they are growing, strengthen their viability and see their bright future more clearly. If left unchecked, employees will despise themselves, give up their efforts slowly, and even leave their jobs automatically.
3. In the face of challenging work (of course, there must be matching rewards), employees will work harder, and when their enterprising consciousness is aroused, employees will have more confidence in themselves and the future of the company.
The employee leaves his boss first, so the boss has an unshirkable responsibility to him. If employees' emotions cannot be found and corrected in time, the problem will only develop in a bad direction.
When there is a problem in the enterprise, the enterprise should have the courage to break the wrist and scrape the bones to heal the wounds, dare to face up to its own problems and dare to carry out drastic reforms, which also makes employees confident that they will become better in the future. Aspiring employees rarely leave when the enterprise is in trouble, and they will not be stingy with their own efforts. In this way, enterprises will certainly be able to tide over the difficulties. What I am afraid of is knowing where the problem is, dismissing it, or ignoring the existence of the problem and putting down the fighting spirit a little. Then there is no cure.