Generally speaking, employee turnover has the following three characteristics: group, timeliness and profitability.
1. Large-scale staff turnover often occurs in the following groups: emerging industries with large demand, people with active thinking, mismatched majors, dissatisfaction with enterprises, elites in enterprise management, people who are not clear about their future careers, people who think they have been treated unfairly and have bad interpersonal relationships. However, some employees' dissatisfaction with the status quo and their unease about finding a new home have aggravated the loss of employees' initiative.
2. The time of employee turnover is regular. Generally speaking, employee turnover is most likely to occur after salary settlement and bonus payment, after the Spring Festival, after the improvement of academic level, after the improvement of professional titles or after the further improvement of personal working capital. This is especially true near the end of the year. The idea that employees are one of the most valuable resources of enterprises should be implemented, and empty slogans have no practical significance. We can consider using part of the bonus balance at the beginning of the year to pay for work to solve this problem.
3. Profit-seeking employee flow always tends to personal interests and personal goals. These employees can be divided into the pursuit of material, the pursuit of the environment and the pursuit of stability. The vast number of migrant workers working in cities have clear goals and obvious pursuit of material benefits. These people can also work hard and work overtime voluntarily, which is convenient for management. Such people can stay as long as they provide relatively competitive salary. For employees with certain academic qualifications or professional skills, it is an important personal goal to pursue a good working environment, a harmonious working atmosphere and predictable career prospects. Such employees are often active in thinking and dare to innovate. Although there may be some problems in being pragmatic and willing to work, as long as it can be unified in a recognized corporate culture with strong appeal, it can exert great energy.
The reason for employee turnover is that the most suitable talents are not hired or the selected talents have poor professional ethics (or moral character), which is also one of the reasons why employees leave the enterprise in the future. The company has not set up a special human resources department, which is temporarily managed by the administrative department. However, with the development of the company and the increase of manpower demand, especially the demand for suitable high-quality talents, a professional material selection department is particularly important. Professional material selection departments can not only provide sustainable human resources for the company's development, but also shut out candidates who are not suitable for the company's corporate culture at the beginning, thus avoiding the risk of employing people and reducing employee turnover.
4. Do not pay attention to the development and training of employees. A self-motivated employee, while working hard, often examines the development prospects of his work. If the enterprise can't provide good development prospects for employees, employees will consider making new choices. At the beginning of their business, many enterprises can't compare with their competitors in salary and working environment, but they can attract and retain a group of loyal employees by relying on the beautiful blueprint outlined by the company's responsible person. Before the successful development of 08 switch, Huawei was on the verge of bankruptcy. During the start-up period, Huawei people lived and worked together, from the sanitation cleaner to the president. It is Ren's spirit of hard work, unity and hard work that made Huawei people willing to believe in the so-called tomorrow. Enterprise training is another sharp weapon to improve the combat effectiveness of enterprises. The annual expenses invested by Fortune 500 companies account for a large proportion of the company's income without exception. Nowadays, in the final analysis, business competition is the competition of outstanding talents, and the gain and loss of a key talent may directly lead to the rise and fall of enterprises. The continuous training of enterprise employees will inevitably provide a strong impetus for the development of enterprises. On the one hand, enterprise training improves the professional skills of employees, on the other hand, it also enhances the cohesion of enterprises.
The cost of employee turnover
First, the direct cost of employee turnover:
1. Recruitment expenses mainly include: recruitment preparation, resume screening, interview expenses, recruitment preparation expenses and recruitment procedures.
2. Training expenses mainly include: pre-job training preparation, training materials and training management expenses.
3. The cost of filling vacancies by internal personnel mainly includes: the cost of filling vacancies by internal personnel, the cost of extra overtime work and the cost of coordinating and completing the work of vacant posts by the supervisor.
4. The cost paid by new employees in the process of adapting to work. When employees arrive at a new job, there is bound to be an adaptation period, and during this period, the company still needs to pay wages, which undoubtedly increases the cost of the company.
Second, the indirect cost of employee turnover:
1. Team morale cost caused by staff turnover
The resignation of employees will lead to the domino resignation of other employees, because there will be a process of consideration before employees leave, during which employees will inevitably discuss with colleagues, thus affecting the psychology of other employees. According to the estimation of relevant institutions, one employee's resignation will lead to three employees' resignation. According to this calculation, if the employee turnover rate is 10%, there are 10%×3=30% employees looking for a job. If the employee turnover rate is 20%, there are 20%×3=60% employees looking for jobs. Imagine that employees are busy looking for jobs all day and are in a wait-and-see state, so how much will the loss cost caused by this phenomenon be?
2. The cost of insufficient reserve forces caused by the brain drain of enterprises.
Frequent personnel turnover will make enterprises face the dilemma of successor shortage when selecting middle-level managers in the future, and then if enterprises select senior talents from the middle level, there will be a phenomenon that middle-level job vacancies cannot be filled from the inside, resulting in a talent gap, which will affect the construction of enterprise talent echelon.
3. The leakage cost of core secrets caused by employee turnover
The leakage of these core secrets includes the leakage of technology, the loss of customer resources, the reuse of management ideas and so on. If the data and information taken away by these resigned employees flow into the hands of competitors, the consequences will be more serious and may directly threaten the survival of the company. For example, the brain drain of key technical posts also takes away key technologies, which are the core competitiveness of enterprises and are likely to bring enterprises down.
4. The cost of corporate reputation damage caused by brain drain
If the employee turnover in an enterprise is frequent, on the one hand, employees who leave the enterprise will naturally have some self-evaluations on the problems existing in the enterprise, most of which are negative evaluations on the enterprise; On the other hand, people inside and outside the enterprise will also have some doubts and rumors about this phenomenon. These comments, suspicions and rumors will gradually damage the reputation of the enterprise. When people choose to join the enterprise, they can always find out some information about the enterprise, which makes the enterprise face the embarrassing situation that it is difficult to recruit suitable talents again.
Such a huge, even incalculable cost of brain drain, perhaps many business leaders have not realized the problem of brain drain cost, perhaps many senior managers of enterprises have realized the loss caused by brain drain, but it is miserable. How to solve this problem has become a concern of many enterprises.
Countermeasures to reduce employee turnover rate
The development of enterprises depends on the joint efforts of all employees, and the loss of employees has brought great negative impact on the development of enterprises. Therefore, enterprises must formulate measures according to their own characteristics in their development to stabilize, retain and make good use of talents. Specifically, enterprises should do a good job in the following aspects:
First, establish a good system of selecting and employing people. Enterprises need to pay attention to selecting employees with high moral literacy when recruiting personnel. For those employees who change companies or even several companies a year, they must be cautious. At the same time, enterprises should choose those whose potential and values are consistent with the company's system and culture, and those who can maintain the company's reputation and improve its character. Every company should also choose the right person according to its own characteristics, as the CEO of Edwards Company said: "We want people with personality, who are United with us and in harmony with the company culture. What we want is to grow old together like a happy marriage. "
Second, innovate the salary distribution model. In any enterprise, salary is an effective incentive means. Salary is not only a means for employees to obtain material and leisure needs, but also a means to meet people's self-affirmation needs. Therefore, an effective salary system can reduce costs, improve efficiency and enhance the attractiveness of enterprise recruitment. For different levels and types of employees, there have been some mature theories and practices at home and abroad, such as options, dividends, equity payments, employee stock ownership and other methods. It should be noted that no matter which mode, the principle that the greater the contribution to the company, the higher the actual reward. There is no saying that horses run well and don't eat grass According to this principle, the company can improve the salary distribution model according to its own situation. It is also a good attempt to use the method of over-production award, which can be determined as a long-term system after successful trial. The year-end bonus mentioned above, or the Spring Festival red envelope, can also slow down employee turnover to some extent. Managers invest in the company's equipment in proportion, which can not only reduce the company's financial pressure and improve the profit distribution of managers, but also enhance the managers' sense of ownership and their sense of responsibility and enthusiasm for work. With the further development of the company, we can even adopt options allocation, equity issuance, employee stock ownership and other incentive methods. These methods have been proved in the development of countless large companies.
Thirdly, building a fair and just enterprise internal environment is one of the basic characteristics that every employee wants the enterprise to have. Fairness can make employees work hard, and they believe that their value in the enterprise will be fairly evaluated. I believe all employees can stand on the same starting line. Enterprises must be fair from the following aspects:
1. Fairness of reward system. It is necessary to formulate policies that are conducive to mobilizing and protecting the enthusiasm of most people, fully embody the principle of giving priority to distribution according to work, giving priority to efficiency and giving consideration to fairness, and highlight the principle of efficiency of input and output. At the same time, the use of positive incentives is more than punishment as negative incentives, and the rewards and punishments are clear, and those who have made outstanding contributions are rewarded.
2. Fairness of performance appraisal. It is necessary to use scientific assessment standards and methods to regularly assess the performance of employees. Formulate scientific and reasonable performance appraisal methods and standards, and make qualitative assessment and quantitative determination of employees' actual work, so as to be true and specific. Assess each employee objectively and fairly, and establish various supervision mechanisms to ensure the fairness and openness of the assessment work. Through in-depth study and investigation in various departments, I deeply feel that the company's current assessment is basically a mere formality, failing to play a guiding, restraining and promoting role. You can instruct the human resources department (temporarily the administrative department) to make a feasible plan and push it forward.
3. Fair choice opportunities. In order to make all kinds of talents stand out, we should give consideration to education and level, specialty and expertise, existing ability and potential ability in the selection and appointment of employees. Put employees on the same starting line for assessment, and provide a level playing field for all kinds of personnel.
Of course, fairness is also reflected in other aspects of enterprise management. If enterprise management can be fair and just in all aspects, it will greatly improve employees' satisfaction and stimulate their deep potential, so as to spare no effort to contribute their talents to the enterprise.