How do small enterprises motivate their employees? Employee turnover in small enterprises
Because of the small scale, the internal human resource management of small enterprises is usually chaotic, which is not conducive to the growth of enterprises. In the process of enterprise operation, the human resources department plays the role of deploying manpower, rationally deploying employees within the company and maximizing profits for the enterprise. Small enterprises usually tend to ignore the management of human resources, and the staff turnover rate is high, which has become the most headache for enterprises at present.
According to the survey, a large part of the reason for employees' resignation is that employees are not satisfied with the current salary allowance, which accounts for 18%. It is also a problem that small enterprises cannot meet the career development prospects of employees. Many experienced old employees have been poached by other companies, resulting in an irreversible brain drain. (Source: Puyang Talent Network)
From induction training to work, from the economic point of view, the capital paid by enterprises will be wasted with the loss of employees. In terms of employee enthusiasm, the loss of old employees will affect the work enthusiasm of existing employees. From the perspective of enterprise interests, the old employees leave with experience and technology, and the enterprise is equivalent to losing a huge fortune.
Second, the salary management system of small enterprises is not standardized.
Small enterprises started late and did not form a relatively systematic and standardized salary management policy. In enterprises, employees' salaries are usually determined by bosses or business leaders, rather than systematically assessing and evaluating employees' performance, which is completely inconsistent with the scientific methods of human resource management.
Employees just do their job well, and they can't know what they have achieved through their salary. There is little difference in the wages of employees in small enterprises, and the wages of old employees and new employees are equivalent. Even some new employees have higher salaries than old employees. Old employees know the salary of new employees, but they don't know why the salary is not as good as that of new employees. Because small enterprises don't pay attention to the salary confidentiality policy, the resulting comparison psychology intensifies the contradiction between new and old employees. Small enterprises must change the existing unreasonable salary structure, so that new and old employees can enjoy fair salary, and through the fairness of the salary system, the dissatisfaction of old employees can be eliminated and employees can be motivated.
Third, small enterprises do not pay attention to welfare.
It is suggested that small enterprises in the growth period should implement it? The basic salary is the same as the market, with high bonus and low welfare? Salary strategy. Generally, employees in small enterprises only give their employees pensions, build dormitories and give welfare gifts on holidays. The statutory welfare items stipulated in the Labor Law have not been effectively implemented as required, and the welfare items suitable for employees have not been formulated according to their actual needs. The welfare project is one-sided, and employees do not enjoy personalized and differentiated benefits. Such benefits, like the basic salary, are decided by the boss or business leaders at will, and employees do not have such protection, just like the basic salary.
Fourth, establish a fair salary system.
Because of small scale, imperfect system and insufficient funds, small enterprises cannot fully realize external fairness. They should pay close attention to the market, understand the general salary level of other small enterprises in the same business and environment, and make appropriate changes to their salary level within their capabilities, so as to achieve the closest external fairness.
Small enterprises should reflect personal fairness when making salary, and link employees' salary with their own work performance. If the basic salary depends on the employees' personal education, position, length of service and other constant factors, then the important factor that reflects the link between personal performance and salary is performance pay. Bonuses are converted into performance pay, which is based on employees' personal work performance. New and old employees in the same position can be given matching performance pay according to their different business performance, or they can be given bonuses in combination with the long-term work performance of old employees. Although the positions of the old and new employees are the same, due to their own efforts and strength, the final salary of the employees will inevitably be different, so that the old employees can't be simple? Rely on the old and sell the old? In the face of new employees with higher wages, it is difficult to have conflicts.
Enterprises have formulated a relatively standardized salary system through three elements: external fairness, internal fairness and personal fairness. It is certain that a reasonable and scientific salary system is a very effective behavior for retaining and motivating employees.
Verb (abbreviation of verb) Importance of salary confidentiality policy
At present, many small and medium-sized enterprises choose to implement the salary secrecy system, because salary secrecy indirectly involves the fairness between employees and enterprises, and more directly involves the fairness between employees. Especially when it comes to some jobs that cannot be accurately quantified, salary secrecy has become a powerful weapon for enterprises to reduce employee conflicts.
The salary system should be open and the specific salary of employees should be kept confidential.
The level of employees in small enterprises is also uneven. Although the old employees are experienced and skilled, they may not contribute more to the enterprise than the new employees. Employees in the same position will make different contributions to the enterprise because of their own strength. In order to prevent old employees from being dissatisfied with their wages because of their length of service, we should adopt the policy of keeping wages confidential, so as to make the wage system transparent and keep employees' wages confidential. To know the salary of new employees, old employees can only calculate it according to the existing salary system and the performance of new employees. In this way, only the old employees know that there is no comparison psychology among employees, so there will be no comparison psychology in salary, and the focus will be on work, thus avoiding conflicts between new and old employees because of salary.
Enterprises keep wages secret, which indirectly protects the face problems of some old employees whose ability is not as good as that of new employees, and also protects their work self-esteem and promotes the work enthusiasm of employees.
Sixth, the salary system should be transparent.
A transparent salary system is very important for small enterprises to retain and motivate capable employees. The transparency of the salary system gives employees an intangible sense of fairness, which is conducive to improving the satisfaction of old employees with the existing salary system, increasing the loyalty of old employees and enhancing the trust between employees and enterprise managers.
If enterprises want to motivate their employees, they must let them know that hard work can bring them the salary they want. Open salary makes employees more aware of the connection between personal contribution and enterprise interests, and realize that the salary they get is linked to personal performance. The salary system is open, so that the salaries of new and old employees can be clearly understood, avoiding comparison with each other, putting an end to some managers' black-box operations and arbitrarily increasing or decreasing employee salaries, thus improving employees' work performance and enthusiasm.
7. Pay attention to non-monetary incentives.
When it comes to how to motivate employees, the first thing that comes to mind is how to formulate an incentive salary system, which is of course one of the important methods of motivation, but it ignores another very effective incentive method, that is, non-monetary incentive.
The incentive policy of enterprises should suit the remedy to the case. The needs of each employee are different. New employees are eager to be affirmed, and old employees want to be respected. The top management of the enterprise can give different incentives according to the different psychological needs of each employee. Small enterprises may be constrained in financial expenditure because of their own scale problems, and the use of monetary incentives will cause a great burden to enterprises. If non-monetary incentives are used instead of monetary incentives, enterprises may receive more obvious results.
Non-monetary incentives are not as simple as buying gifts or taking vacations for employees. To make incentives really work, you must? Incentive on demand? After understanding the individual needs of employees, give employees targeted non-monetary incentives.
As the saying goes? Who wins the hearts of the people, who wins the world? . Emotional encouragement to employees in small enterprises will have a great positive impact on their work enthusiasm and loyalty to enterprises. The top management of enterprises should strengthen communication with employees, which can be in terms of salary, work, or even in the case of being very familiar with employees. Life problems can also be communicated, care about the work and life of employees, and give employees a sense of warmth and belonging. Doing so can not only deepen the working relationship between superiors and subordinates, but also give employees encouragement and trust.
Eight, the use of informal groups to retain and motivate employees
In small enterprises, a relatively strong informal group is usually formed between old employees and old employees. What makes managers have a headache is that when an employee in an informal group leaves because of dissatisfaction with his job and salary, other employees in the group may follow him to leave the enterprise, and a large number of vacancies will cause losses to the enterprise.
Enterprise managers must know the number of informal groups in the enterprise, they are the core members, communicate with them effectively, and collect employees' opinions and suggestions to the management in time to make up for the shortcomings in enterprise management and correct them. The members of informal groups are related, and managers can use this connection to integrate management into informal groups and guide them positively, so as to get a large-scale positive response. Use herd mentality to actively drive some employees to improve their work enthusiasm, then the rest of the employees will follow suit to improve their work style and improve their work performance.
Based on the above investigation and analysis of small enterprises, the author recognizes the different effects of human resources policies on employees. Facing the rapid development of China's economy, small enterprises want to occupy an important position among many enterprises, and strengthening internal management is the key to enterprise development. Enterprises should rationally plan human resources according to their own conditions, change the existing unreasonable salary structure, pay attention to the problem of employee turnover, adopt effective methods to motivate new and old employees, tap their potential, improve their work performance, respect employees, communicate with employees frequently, enhance the cohesion of enterprises, and let every employee devote more emotions to their work and enterprises from the heart, deepen the concept of corporate culture and promote the healthy development of enterprises.