[Thought Report] How to make employees increase their centripetal force and cohesion to the enterprise 20 1 1? 0? three

How to make employees increase their centripetal force and cohesion to the enterprise? A good employee is undoubtedly very important for an enterprise or department. In the current era of knowledge economy, the wisdom and ability of an excellent employee is the resource of an enterprise or department, which has been regarded as a strategic resource and a key factor to determine the success or failure of an enterprise. There are four main objects in enterprise management, namely, people, things, money and information, and the latter three need people to manage and operate. People are the subject of behavior, so it can be said that human management is the core of enterprise management. The strategic role of human resource management is very prominent. When an enterprise loses a good employee, especially a senior or core talent, the person in charge of the enterprise will feel sorry. The loss of employees will affect the stability of enterprises or departments, and may also take away customers and technical secrets of enterprises, causing incalculable losses to enterprises, and even it is difficult to form the core competitiveness of enterprises because of the loss of technical secrets and customers, which makes organizations in a passive position in market competition. So, what is the reason why talents can't stay? What should enterprises do to retain talents? These problems deserve our consideration. First, the meaning of employee turnover. Employee turnover is divided into explicit loss and implicit loss. When employees are dissatisfied and resign, this de facto loss is an explicit loss; When an employee is dissatisfied, but he doesn't choose to leave, but stays in his original job in a slack way, losing the role that an employee should have played in his post, which is called hidden drain. The adverse effects of this hidden loss are often invisible to enterprises, so it is more destructive than the explicit loss. Second, the current situation of employee turnover. For an enterprise, the normal flow of employees can optimize the internal structure of the organization, while for a society, the flow of employees can realize the rational allocation and full utilization of human resources, which is the rationality and necessity of the flow of human resources. However, at present, many enterprises, whether state-owned or private, have extremely high employee turnover rate for one reason or another, which seriously restricts the development of enterprises. Most job-hopping employees leave without saying hello to anyone, which brings difficulties to the management of enterprises. Imagine how enterprises can find a suitable person to replace them in a hurry without preparation. Therefore, some senior executives said with a helpless smile: Our enterprise has now become a training school. We keep recruiting people, but we keep retaining people, lacking people, and lacking people. 6? 7? 6? 7。 At present, employee turnover has the following characteristics: (1) large turnover and high turnover rate. (B) the frequent flow of knowledge-based technical personnel, which brings huge losses to enterprises is the loss of knowledge-based technical personnel. (3) The flow of people is arbitrary, and most of them leave freely without any constraints. Third, the analysis of the reasons for employee turnover There are many reasons for the high turnover rate of employees, such as weak enterprise cohesion, low employee satisfaction, low employee distrust of the enterprise, low recognition, excessive work pressure and poor working environment, which may all lead to employee turnover. In the practice of enterprises, we can sum up the general influencing factors as: (1) personal factors of employees. Some employees pay more attention to the realization of their own value and the acquisition and promotion of their own knowledge. They pursue lifelong employment ability rather than lifelong employment rice bowl. In order to update their knowledge, they are eager for education and training opportunities, so they hope to go to more and better enterprises to gain new knowledge and experience and realize the value-added of their personal abilities. This feature makes this kind of employees have a high willingness to move. They want to try new jobs to cultivate other specialties and realize their personal value in the flow. (2) Enterprise factors There are many enterprises. Due to the influence of many factors such as business philosophy, corporate culture, principles and policies, the interests of enterprises and employees, and the goals of enterprises and employees are uncoordinated and unbalanced, resulting in many contradictions. If these contradictions are not resolved in time, employees may have the idea of leaving their jobs. These factors related to the enterprise mainly include: 1, the salary can not reflect the contribution of employees or the salary is unfair. Salary is a reward for employees' labor, which can reflect the value of employees to some extent. Therefore, employees generally attach importance to salary. When employees feel that the salary paid by the enterprise is relatively low or unfair internally, employees will be dissatisfied with the enterprise. 2, can't see the long-term goals and strategic intentions of the enterprise. In the absence of goals, employees only passively participate in the work. Over time, employees' enthusiasm for work will be greatly reduced and their interest in work will be lost. As some employees often complain: "From the first day we entered the company, we just accepted the task and worked hard all day, not knowing what our work was for." Although someone is in charge, I really don't want to continue. " 3. The working environment of employees is not ideal. The workplace is dark and noisy, the workload is heavy, the necessary office tools are lacking, the interpersonal relationship between employees and between employees and bosses is deteriorated due to the lack of good communication, and the personal dignity of employees is not given due care and respect? 6? 7? 6? 7。 In such an environment, employees will feel depressed, and if they are not guided, they will be full of complaints and full of resistance to the assigned work. The employees are strongly dissatisfied with the "annoying boss", which is also an important reason for their resignation. Many people leave their jobs not because they are not paid enough, but because a boss has to take care of everything in the end, so that his talents can't be displayed, and he feels that doing such a job has no sense of accomplishment. They feel that their skills are wasted, that they are not valued, and that they are wronged. Although they will compromise temporarily, they will eventually decide to jump ship. 5. Lack of opportunities for education, training and employee career development. The education and training system of many enterprises is not perfect, and there is no flexible promotion and appointment mechanism. Employees always stay in their original posts and achieve the goals of one enterprise after another, but their own goals are always unattainable, so they are at a loss about their future. Constant layers of work bored them and made them lose their passion for work. Boredom conflicts with their desire to pursue novelty, and employees will always seek jobs and posts that are more suitable for them according to their own wishes. Fourthly, strengthening the internal cohesion of enterprises or departments is the countermeasure to reduce employee turnover. Through the analysis of the causes of employee turnover, we can know that employee turnover is largely caused by low employee satisfaction with the enterprise and weak cohesion of the enterprise itself. For these reasons, we can put forward some management strategies. Of course, proper salary is the foundation and guarantee, but it is also an indispensable and important link to cultivate and strengthen the sense of belonging of internal employees and the public to the enterprise and gain the recognition and trust of employees and the public. Strengthening the internal public relations of employees to increase the cohesion of the organization is like a good "golden handcuffs". Once employees wear this "golden handcuffs" in their hearts, it is difficult to have other ideas and really serve the enterprise. Strengthening the internal public relations of employees means emphasizing positive incentives, that is, making full use of modern incentive policies, giving full play to the enthusiasm and creativity of employees, and establishing a new loyal relationship between employees and enterprises. Let's talk about how to strengthen employee public relations: (1) Establish the concept that enterprises and employees are partners. The traditional relationship between enterprises and employees is the relationship between employment and being employed. Under this relationship, although enterprises have always emphasized that employees should have the spirit of ownership, in fact, it is difficult for employees to affirm this status of ownership ideologically. They always think that they are in a subordinate position, so it is difficult to generate effective incentives for employees. If we establish the idea that enterprises and employees are partners, we can truly affirm the status of employees as owners of enterprises, let employees feel the recognition and respect of enterprises and have a lasting incentive effect on employees. (2) Fully authorize employees to give full play with the attitude of "respecting the monarch and doing their best". We will find that some supervisors, on the surface, entrust their work to their subordinates, but they are not practical in their hearts, intervene more in the process of work, or give employees too many suggestions and ideas. Employees are only authorized in form, in fact, creativity is limited everywhere and cannot be exerted. In fact, full authorization can not only train employees' ability to deal with problems, but also stimulate their creative potential, which is also a sign of trust in employees. This will make employees feel the respect and attention of the enterprise and help to establish a trust relationship within the enterprise. Xu Wenlong, the chairman of Chimei Company in Taiwan Province Province, which ranks first in the global ABS production industry, follows the Taoist style and the concept of "governing by doing nothing", that is, "governing by doing nothing". But that doesn't mean he really doesn't care about anything. He authorized his subordinates to manage it. As a result of his full authorization, all subordinates are loyal to him, and everyone tries their best to manage the company "so that colleagues in the United States and Japan are afraid of tigers and avoid them." Similarly, Akio Fujio, president of Toyota Motor Corporation of Japan, said: It is a kind of disregard for human nature to restrain people's thinking ability and ask subordinates not to ask for too much understanding and follow the instructions of superiors. (3) Improve the rationalization proposals of enterprises. Incentive-suggestion system is a democratic management system and a mature and standardized internal communication system. The main function is to encourage employees to directly participate in enterprise management. And through the release of the situation, managers and employees of enterprises can maintain regular communication. Toyota Motor Corporation of Japan introduced the incentive-suggestion system from 195 1. In that year, employees were mobilized to put forward 183 1 to 1976, reaching 463,000, and each employee put forward more than 10 on average. The company gives high bonuses to consultants. Because of the democracy of the system itself and the pleasure of employees' direct participation, it greatly stimulates employees' enthusiasm and sense of honor, satisfies their sense of accomplishment, promotes their sense of mission and enhances the overall cohesion of the enterprise. (four) to create an environment for full exchange and enjoyment of information and knowledge. With the development of society, the ways and means of communication within enterprises have also developed greatly. You can make full use of blackboard newspaper, internal newspapers and magazines, internal TV network, intranet and other media, and adopt various ways such as discussion, meeting, telephone conversation and online chat. , so that employees and the public can easily understand all kinds of needed information and knowledge. Pay attention to the following points in the process of communication: 1. Select employee representatives and strengthen communication with them. Employee representatives sometimes play the role of opinion leaders, and communicating with them often gets twice the result with half the effort. Portman Ritz-Carlton Shanghai often selects about 65,438+00 employees from various departments to have afternoon tea or breakfast meetings with the boss, which greatly improves the satisfaction and professionalism of employees. 2. Be a gatekeeper. Diverted information is beneficial to the informatization of enterprises. Under the premise of not violating the principle of confidentiality, we should boldly divert. The suppressed information is not conducive to the information of enterprises and should be resolutely suppressed. 3. Create an employee column to provide feedback. The establishment of employee column can build a platform for employees to communicate horizontally and vertically, and employees can use it to fully express their views, which is conducive to communication. Galanz has set up more than 60 suggestion boxes in every corner, and also set up employee suggestion boxes on its own intranet, where employees can give anonymous feedback. These suggestion boxes let the leaders know the employees' thoughts and play a good role in supervising the behavior of cadres. 4. Respect and care for employees. Learn more about the needs of employees, try to meet them and create a good and harmonious communication atmosphere. 5. In communication with employees, fully affirm their achievements in time and express appreciation for their work. Panasonic Corporation of Japan summed up three magic weapons to deal with employee relations: one is to pat on the shoulder, the other is to give red envelopes, and the third is to invite people to dinner. By using these three magic weapons, on the one hand, they express their good feelings for hard-working employees, on the other hand, they strengthen communication with employees. Therefore, a gesture, a look, and an action of the leader can express the affirmation of employees' achievements and express their good feelings for employees, and these gestures, eyes, and actions can stimulate employees intentionally or unintentionally and satisfy their self-esteem unconsciously. The affirmation of employees' achievements is like a bridge, which is placed in the hearts of managers and employees and invisibly opens the door to their communication. 6. Let employees' dissatisfaction vent in time. If employees' dissatisfaction is not vented in time, it will form a potential crisis, which will do harm to enterprises and be extremely unfavorable to communication. Panasonic Corporation of Japan shaped the head of the whole company into a rubber man and put it in a room, where disgruntled employees whipped the statue of their annoying boss and let their inner dissatisfaction be vented in time. This practice is worth learning from. 7. Let employees understand the goals of the enterprise. At work, employees should be involved in the formulation of enterprise goals, so that they can understand what expectations the enterprise should achieve in a certain period of time, and let employees understand the purpose and significance of their work. (5) Provide training and promotion opportunities for employees. As mentioned above, some employees pursue knowledge renewal, self-improvement and transcendence, and realize value-added in the flow. Therefore, establishing a reasonable and effective training and promotion mechanism to cater to the psychology of these employees and meet their development requirements can reduce the possibility of employee turnover. 1, strengthen training. Many enterprises only employ people and lack a reasonable training mechanism to develop talents, so even the best talents will be exhausted after a certain period of time. 2, the implementation of internal mobility promotion system. Through the implementation of job rotation, employees can get rid of the boredom of monotonous work and expand and enrich their work content. Through open recruitment in the internal labor market, employees have the opportunity to get new positions and get promoted. If Sony regularly announces job vacancies, employees can apply directly without going through the department head. If you succeed, you can get a new job. If you don't succeed, there will be another chance. And because the application process is confidential, employees don't have to worry about being biased by the original supervisor. This method implemented by Sony has proved that internal mobility can reduce the outflow of employees to a certain extent. V. Conclusion To sum up, the people-oriented incentive mechanism based on the principle of improving employee satisfaction can make employees feel the good humanistic environment of the enterprise, increase the psychological burden and opportunity cost of employee turnover, and reduce the employee's willingness to move. The establishment of this mechanism can achieve the goal of stabilizing enterprise talents and effectively promote enterprise development. Excerpts from: Zhang Weiyi, 20 1 1.4. 15 Shang Jun, Zhang Rongjun, 20 1 1 June, 17 "Xia Jun tried his best, Zhong Jun tried his best and Shang Jun tried his best." In the Eight Classics of Han Feizi, Han Feizi changed a word, replacing "doing" with "borrowing", which is easier to understand. The word "exhausted" here means "exhausted" and indicates the degree, so the word "exhausted" is better than "borrowed". Xia Jun borrows his own ability, Zhong Jun borrows the strength of others, and Shang Jun borrows the wisdom of others. It seems that the highest level of borrowing power is "borrowing wisdom" and "borrowing brain", being good at using the wisdom and intelligence of others and making good use of the external brain! Borrowing from heaven, land, people, things and wisdom is the core of potential energy! Follow the trend, follow the trend, follow the trend, follow the trend? 6? 7? 6? 7 "potential", Tao also! Trend, law, energy flow? 6? 7? 6? 7. Where is the strength! The way to lead is to follow the trend; The way of management is to follow the trend; The way to develop is to follow the trend! Those who are good at taking advantage of the situation, taking advantage of the situation and being familiar with the integration of resources will gain the wisdom of the monarch. This is outstanding leadership!