trait
"Core staff" itself should be said to be a vague concept. At present, it is generally believed that core employees refer to those who create performance, have the most influence on the development of enterprises and are "irreplaceable" to some extent. Once lost, it will seriously affect the efficiency of enterprises.
First, three common sources of core employees.
One kind is a factory veteran who has worked with business owners and mastered a certain business or technical secret; One is the elite employees who grow up with the development of the enterprise and get promoted within the enterprise; One is the high-level talents who spend high cost or dig or borrow because of the needs of enterprise development in the process of enterprise development. They have a relatively good educational background and excellent professional quality. They are the most dynamic group in the enterprise and tend to have a flexible and independent organizational structure and working environment.
Second, the pursuit of self-worth is the main goal of core employees. They come to work in enterprises, not only to get higher pay, but also to give full play to their professional expertise and achieve their careers.
Third, the status, roles, responsibilities and functions of core employees are special. They either have the power of business decision-making or are in the key link of the business chain. For enterprises, they are employees who are difficult to replace easily.
Fourth, the turnover rate of core employees is high. With the development of social economy, knowledge has replaced capital and material as the first scarce resource. Because knowledge exists in people's brains and cannot be controlled and owned. Therefore, the employment relationship has changed from capital employment to knowledge employment capital. If the enterprise can't give full play to the talents of outstanding employees and meet their achievement needs, they will leave the enterprise at any time and find other jobs soon, and the enterprise will pay high talent flow costs and even get into trouble.
From the source types of enterprise value creation, core employees can be roughly divided into three categories:
The first category is the core employees with professional skills. This kind of core employees are mainly talents with professional skills in a certain aspect or field of the enterprise, and their work effect is related to the normal operation of the enterprise.
The second category is the core employees with extensive external relations. This kind of core staff has a wide range of export-oriented resources needed by enterprises, and is a bridge between enterprises and external organizations, such as key sales personnel and business personnel, through which enterprises need to obtain the required resources and product output.
The third category is the core employees with management skills, which can mainly help enterprises resist management risks and save management costs. Their work performance is closely related to the development of enterprises.
The influence of brain drain on enterprises
For enterprises, the departure of a core employee has many effects. Facing up to the loss caused by the departure of core employees is the premise of developing enterprise talent crisis management.
1. The resignation of core employees may lead to the disclosure of core technologies or trade secrets. Once this happens, it will inevitably affect the mood of other employees, greatly dampen the overall morale of the team and bring huge losses to the enterprise, especially when these core employees quit to a competitor's enterprise or start a business, the enterprise will face more severe competitive pressure.
2. The departure of core employees may lead to the vacancy of key positions in the enterprise. Because the core employees have some special skills, once they leave, the enterprise may not be able to find a replacement immediately, so this key position will be vacant for a certain period of time, which will affect the overall operation of the enterprise and may even cause serious damage to the enterprise. If there is a collective job-hopping of core employees, then the risk faced by enterprises will be to become an empty shell without flesh and blood. If you don't replenish it in time, you will inevitably face death.
3. The departure of core employees makes it necessary for enterprises to recruit and train new employees. After the loss of core employees, enterprises need to pay the corresponding recruitment and training fees to meet the needs of personnel. Core employees are scarce talents, and enterprises need to spend more money to obtain them. However, it is uncertain whether the newly recruited employees are competent for the job and can integrate into the enterprise. These are all risks faced by enterprises.
Cause analysis of loss
There are many reasons for the loss of core employees, including the internal and external environment of employees and organizations. Specifically, it can be analyzed from the following aspects:
(A) the core staff's own factors
The core employees in the organization have completed their career development through their own efforts, the help of leaders and peers and certain talents, and become the core employees with core technologies and resources in the organization. Over time, core employees want to be respected and expect higher returns. However, it is inevitable that their loyalty to the organization will decrease with the improvement of their own value. As the needs of core employees have changed, they will increasingly feel that the organization can not meet their own development, or their own values have not been fully recognized by the organization, so they begin to pursue the realization of self-value, and their attitude towards work may change and their dissatisfaction with work will rise. At this point, once some unexpected events occur in the organization, core employees may choose to leave. If the external "gravity" increases or there are greater opportunities for development, it is inevitable for core employees to leave.
(b) Internal factors of the organization
Organization is the carrier on which core employees live. Once some factors in the organization are inappropriate, it will easily lead to the resignation of core employees.
1, salary factor
Salary is an important indicator reflecting the value of employees. Core employees should get higher value returns, because they have mastered the core technology and owned the core resources of the organization. However, most employees' wages are generally low, and they often choose to leave as long as they are tempted by high salaries from outside. According to a survey, among all job-hoppers, 52.5% resigned because of the low salary of the original unit. The salary distribution is unfair, and enterprises usually take "level" as the salary standard, not based on contribution or performance. This unfairness will inevitably hurt the psychology of those core employees, making them feel that their abilities have not been recognized and their efforts have not been rewarded accordingly. Therefore, it is reasonable for them to leave it at last.
2. Incentive factors
In the different development process of enterprises, the needs of employees are different. Therefore, enterprises should design incentive schemes that can meet the psychological needs of employees according to their different needs. In fact, enterprises often use material incentives such as bonuses, while ignoring the application of training, promotion and humanistic care.
3, the manager's factors
Some managers have low quality, simple and rude working methods, lack of emotional communication with core employees, and can't make core employees feel warm and concerned. Managers are not good at effective communication, which often makes people feel superior and domineering, and makes people feel "enslaved"; Managers lack leadership skills, do not know how to treat, care for and help them develop, and make people lack a sense of belonging.
4, corporate culture factors
The purpose of corporate culture construction is to form corporate values and codes of conduct, which plays a positive role in improving the cohesion of organizational members and creating a good organizational atmosphere and environment. However, some of our enterprises do not attach importance to the construction of their own culture and fail to form a core culture with their own characteristics. Weakening of interpersonal relationship and lack of harmonious atmosphere. The quality of an enterprise and the Excellence of others have nothing to do with themselves. The core employees who have made great contributions to the enterprise are not respected as they deserve, and people live in a depressed environment. In the long run, it will inevitably lead to employees' depression, listlessness and physical and mental fatigue, which will lead to core employees wanting to change their environment.
(C) external environmental factors
With the rapid development of China's economy, multinational companies have set up camps in China, and the competition for talents is becoming increasingly fierce. As a scarce resource, core employees of enterprises are paid more and more attention. Many enterprises do not hesitate to attract the core employees of competitors with high salary, high welfare, high position and overseas training. The difficulty of retaining core employees is greatly enhanced.
How to Retain Core Employees in Enterprises —— Affirming the Value of Employees
Modern enterprise management should be "people-oriented", put forward management measures that help employees realize their self-worth and organizational goals, and truly attract and retain the core employees of enterprises, so as to better retain the talents of enterprises. Modern managers should deeply realize that enterprises and employees are essentially a "win-win" relationship: let us create together, I trust you, I respect you, and we enjoy the results. The core employees of an enterprise don't work for survival, they are eager to exert their abilities and realize their self-worth, and their relationship with the enterprise is more reflected in cooperation.
Second, provide a reasonable salary level.
Making a reasonable salary policy is also an important means to attract and retain core employees. First of all, in order to solve the internal fairness and external competitiveness, the salary system should be maintained and adjusted in the process of continuous development of enterprises and markets. Secondly, salary should be directly linked to work performance and employees' contribution, and combined with performance appraisal results, so that employees can clearly define their own efforts and adjust their behavior habits and work goals. Thirdly, salary should also be used as an important means to motivate employees to learn more, broader and deeper knowledge and skills to meet the challenges of the knowledge economy era.
1. Annual salary system. This salary system is suitable for senior managers of enterprises. The annual salary system is more humane, more scientific, more praised by employees, and has a better incentive effect on employees.
2. Flexible wage system. Some enterprises propose to break the fixed salary, link performance with salary and implement flexible salary system, which can mobilize the enthusiasm of employees, especially the core employees engaged in mental work.
3. Special welfare plan. Welfare is an effective means to attract and motivate employees, but we should also pay attention to the differences between employees. For example, some companies adopt seven education and training benefits, which are more motivating in nature and more obvious to core employees. Education and training benefits mainly include on-the-job or off-the-job training in enterprises, public education outside enterprises, newspaper subscription subsidies, professional book purchase subsidies, etc. On the one hand, it meets the demand for further improvement; On the other hand, the improvement of employees' ability, which in turn is applied to this enterprise, will have a positive impact on the production and operation efficiency of the enterprise.
Third, the core staff incentives
Core employees have a strong desire for self-realization and need good material and non-material incentives. Stock incentive has become an important material incentive means to retain and retain motivated talents. For example, Huawei Technologies Co., Ltd. is a well-known enterprise in the communication industry in China. Its share capital structure is: 30 outstanding employees hold shares; 40 key employees hold shares in proportion; And 65,438+00 ~ 20 junior employees hold shares appropriately. It is conducive to stimulating the enthusiasm of employees and strengthening the interest relationship between enterprises and employees. Employees are no longer simple employees, but have the identity of owners, which is conducive to the stability of the workforce and the improvement of work efficiency.
Giving employees trust is a good incentive method. Trust is the simplest, most lasting, cheapest and most profound incentive measure. Especially the core employees, who usually have professional skills, have an important connection with the survival of enterprises, and enterprises should give them full trust.
Fourth, provide a good growth environment.
1. Provide promotion opportunities. Job promotion and authorization are full affirmation of employees' performance and ability. When there is a vacancy in the company, give priority to internal transfer or promotion, and boldly promote young talents. This can not only reduce the management cost of enterprises, but also motivate other employees to form a virtuous circle. At the same time, it also let other employees who have not been promoted see the hope of Kim.
2. Provide training opportunities for employees. Zhang Ruimin of Haier once said to his manager, "It's not your fault that the quality of the employees who just entered the company is not high, but after a while, the quality of the employees is still not high. It must be your fault." This shows the importance of training employees. And in a sense, the growth of employees is also the growth of enterprises. For core employees, if they can't do their best in one aspect, they will be eliminated, so when they find themselves stagnant in the enterprise and can't learn new things, they will consider leaving when necessary. This is a trend of employee management development and change, especially in high-tech industries.
Five, to create a good corporate culture
1. Cultivate the sense of belonging of key employees. Enterprises should establish effective communication channels with employees, so that employees can understand the business philosophy, business conditions and existing problems of enterprises; At the same time, let the core employees feel that they are the masters of the enterprise, not just employees who are obeying orders, so that employees can have a sense of identity with the core values and business philosophy of the enterprise, a sense of identity and belonging to the enterprise, and stimulate their greater enthusiasm for work.
2. Cultivate the sense of accomplishment of core employees. Since enterprises want to reuse core employees, they should be given certain rights and responsibilities. The more burdens an enterprise places on its core employees, the more it can mobilize their enthusiasm and inspire their sense of responsibility. Enterprises give timely and full affirmation to the work achievements of core employees, and also let employees get satisfaction from their work.
3. Establish a * * * vision with employees and define the goal. Adding eight similar visions to the corporate culture is equivalent to injecting immeasurable eternal value and inexhaustible potential into the enterprise. Organization and common vision are the core of enterprise cohesion. It is also the most effective and challenging field for enterprises to motivate employees.
Meaningful participation in the implementation of intransitive verbs
Core employees have a strong desire and requirement to participate in management. Let them participate in management, which can not only enable enterprises to gain valuable knowledge in decision-making, but also make correct decisions, form employees' sense of belonging and identity to the enterprise, and better meet the needs of self-esteem and self-realization. The meaningful participation of core employees can create more development space for them, which not only shows their intellectual capital, but also makes their creativity challenging.
Seven, the establishment of human resources information system
With the popularization of computer technology and the upgrade of enterprise information management system, it is imperative to establish human resource information system. Making the human resource information of an enterprise into an information package can make it more convenient and strengthen the management of related human resource information. Through this information, enterprises can know the change of turnover rate and reasons of core employees at any time, so as to take corresponding measures as soon as possible, and can well understand the information of people in the same industry, talent demand information in the same industry, talent supply information and so on.
Eight, beware of the lack of integrity.
First of all, don't promise employees easily. Secondly, it is better to say than to do, focusing on the actions of enterprises. As a boss, even if you can give ten points to your employees, you should leave room for commitment. Don't fill in the words, promise at most eight points. Third, the commitment should be clear and unambiguous. Fourth, beware of "implicit commitment". Implicit commitment is what the boss thinks the boss should do, although he doesn't make a clear commitment to the employees. If the boss doesn't do it, employees will think that the boss has broken his word. Finally, we should pay attention to some situations that don't promise easily. Pay attention to some things, such as shares, when you promise employees. The stock issue is a sensitive topic. Because it involves shares, it involves the supreme power of enterprises, especially property rights. The value and importance of core employees are self-evident. It is imperative to analyze the reasons for the loss of core employees in enterprises and put forward specific measures to retain core employees. First of all, we must affirm the value orientation of core employees, and then provide various reasonable salaries to motivate employees, create a good corporate culture, let employees participate in management and prevent the loss of integrity to stimulate the potential of core employees, and let them create greater value for the enterprise, so as to retain these core employees.
We know that core employees are the backbone of enterprises, and enterprises cannot survive without core employees. Someone once said that enterprises are self-sufficient: "enterprises" stop when people disappear, which shows the close relationship between people and enterprises. Now enterprises advocate "people-oriented" and attach importance to people's development, and core employees are the lifeline of enterprises. We must attach importance to the importance of core employees, and retaining core employees is the foundation for the survival and development of enterprises.
Loss risk management
Through the above analysis of the reasons for the loss of core employees in enterprises, we can put forward some management strategies to limit the risk of the loss of core employees to an acceptable range. The following are some suggestions for the risk management of core employee turnover:
(A) a competitive salary system
Gauss, vice president of personnel at Siemens' global headquarters, said: "There are two main reasons why a company as big as Siemens can get together. One is money, and the other is human management. " Siemens still attaches great importance to salary management, which fully illustrates the importance of salary management.
1. Improve the internal competitiveness of the salary system. The inherent fairness of salary is the first principle for us to determine the salary strategy. The salary structure should support the workflow, which is conducive to the consistency between employee behavior and enterprise goals, and the performance appraisal should be fair and transparent. In traditional multi-wage enterprises, the main reason for the loss of core employees is that employees question the fairness of the enterprise.
2. The external competitiveness of salary. The second aspect to be considered in the salary system is external competitiveness, which emphasizes the comparison between salary payment and external organization salary. For every post, the society has an average salary, which is the lower limit for core employees to accept posts. If the salary of enterprises is generally higher than this level, it will greatly increase the operating costs of enterprises, while if it is lower than this level, it will cause the loss of a large number of core employees. It is suggested that the leading salary strategy should be adopted as far as possible, so that employees can live a decent life, thus reducing the possibility of the loss of core employees and maintaining the stable development of enterprises.
2) Open up a broad space for personal career development.
Carrying out career management can make the core employees of enterprises clearly see their development path in the organization, without being confused about their current position and future development, thus helping to reduce the turnover rate of core employees.
1. Enterprises and employees * * * make personal career development plans for employees. Every employee will have his ultimate career goal. Some people will implement it in a planned way, and some people may drift with the tide and eventually bury their talents. If enterprises want to retain people, they should not only let people with plans achieve their goals, but also let employees without plans find their own plans.
2. Provide necessary training. Enterprises should provide training for those employees who really need it, and also consider the equality of training opportunities to avoid unfair complaints from employees. The way of training is more practical, rather than a mere formality, so as to make the training effective and practical.
3. More flexible work design. For those core employees who have a strong mobility tendency, they can provide internal work mobility to meet their individual needs and realize their own value. In addition, enterprises can also consider ways to expand their work content and redesign their jobs, so as to provide challenging jobs for their internal employees and let them grow up in a positive and relaxed working environment.
(3) Establish a core staff reserve.
In order to prevent the loss of core employees from affecting the work progress of enterprises, in the daily management work, the managers of human resources departments must consciously cultivate reserve forces, establish a systematic talent information base, provide alternative successors for enterprises, and do a good job in the reserve of core employees that have a great impact on the competitiveness of enterprises, so as to quickly restore the normal operation of enterprise systems. For example, through rotation and on-the-job training, more potential reserve talents can be familiar with the work of the existing core employees of the enterprise, and they can also form a collective work team with the existing core employees of the enterprise to improve the "work sharing mechanism", so that the core employees of the enterprise can not independently master the important business secrets of the enterprise, such as key technologies, customer resources, project processes, etc. , reduce the sudden departure of core employees and the huge losses caused by no successor to the enterprise.