In order to answer the question of how to reduce the turnover rate of new employees, it is necessary to find out the reasons why they may leave:
First, we don't pay enough attention to new groups and lack effective management measures;
Second, the work is relatively simple and boring;
Third, poor management and communication;
Fourth, the salary is not as good as expected, which may account for a large part of the reason.
If you find out what they are thinking and leave their jobs, you should prescribe the right medicine in the future:
First, from the recruitment:
By frankly introducing the actual job preview, you can attract job seekers who are really interested, capable and in line with the company's career plan.
Second, care about new employees:
Understand their real thoughts, so as to care about them and give them support. At the same time, it is necessary to strengthen the training of new employees, improve their abilities, enable them to achieve their work goals, and thus make satisfactory achievements in this position.
Third, a good working environment:
Employees give a third of their lives to the company, and they feel the culture, atmosphere and vitality of the company all the time in their work.
Fourth, good career development prospects:
Guidance is the key to make a good career plan for employees and make the enterprise values as consistent as possible with employees.
Verb (abbreviation of verb) makes humanized salary and welfare policy;
With humanized management as the guiding ideology, within the framework of the company's overall distribution, we will provide employees with a variety of welfare combinations to maximize the utility of welfare, so as to finally realize the support and incentive functions of salary management.
Question 2: What is the real reason for the high turnover rate of enterprises? In those companies where it is difficult to retain talents, employees will be at a loss most of the time. According to industry insiders, if the management of the enterprise gives support to employees, employees will often work harder, have higher stability, be more satisfied with customers, and make greater contributions to the performance and long-term development of the enterprise.
Problem 3: Small companies have a high turnover rate. There are many factors that can't keep people, but to sum up, it is nothing more than the following aspects:
Economic reasons, such as employees feel that their personal income is low, and their remuneration is not proportional to their efforts.
The development reasons, including personal development prospects and enterprise development prospects, make people see no hope;
For environmental reasons, the working environment of enterprises is too poor, including hardware environment, such as office conditions, facilities and equipment, as well as soft conditions, such as working atmosphere, interpersonal relationship and so on;
Most of them can be improved through good management planning.
Question 4: How to solve the problem of high turnover rate of new employees? The new employee leaves during the probation period. Mainly when the company recruits, new employees already have an expectation for the company. When new employees enter the company, they find that their expectations are far from reality. At this time, new employees are usually in a state of contradiction, trying to adjust their mentality to adapt to the new working environment, and at the same time they have to resign. If the company does not have a timely insight into the inner world of new employees, after a stage of ideological struggle, some new employees will leave during the probation period. Due to the frequent turnover of new employees, the recruitment cost of the company has risen sharply, which will also bring work pressure to the original business backbone.
Company A is a knowledge-based enterprise whose main business is patent agency. In the process of consulting service, both the boss and the manager of human resources department pointed out to us that the turnover rate is relatively high, and the new and old employees are out of proportion, which leads to a heavy workload of business backbone. In the long run, key employees are quite complaining.
In view of this problem, we paid special attention to it in the consultation process. Through the analysis of the employee roster, we found that there were 34 employees who left last year, accounting for more than 20% of the total number of employees in that year, of which 20 were on probation, accounting for 59% of the total outflow. Further analysis shows that these 20 employees who left during the probation period are basically in the same department, which is an external department in the patent agency business: the application department. This department mainly deals with patent applications and dealing with patent offices. The work is relatively simple and boring. Through understanding, the person in charge of this department is too tough in dealing with interpersonal relationships and lacks care for subordinates.
Through the above preliminary analysis, we can know that the problem mainly lies in two aspects:
1. The proportion of new employees leaving during probation is too large.
2. The leadership style of the person in charge of the application department needs to be changed.
The above problems can usually be solved by improving the organization's socialization ability:
(1) It is expected that socialization will occur before a person joins the enterprise. Through the socialization of expectations, a person forms expectations for the company, position, working conditions and interpersonal relationships. These expectations are formed by job seekers and recruiters in the process of job hunting. Enterprises should provide realistic job information to potential employees, including salary, working environment and conditions. To ensure that employees form appropriate expectations. In short, enterprises should provide potential employees with a complete preview of real work. For enterprise A, it is necessary to provide sufficient job information to potential employees when recruiting.
(2) New employees regard their immediate superiors as an important source of information for their positions and companies. It can be said that the nature and quality of the relationship between new employees and superior managers greatly affect the future of new employees. This requires the direct leadership of new employees to improve interpersonal skills and give more care to new employees. The perception of new employees to their immediate superiors is largely the perception of the company. For enterprise A, it is necessary for department heads to receive training on how to be a good manager and change their leadership style through learning.
Question 5: The turnover rate of the company is too high. The same problem occurs in different companies.
The reason is the corporate culture.
People don't want to stay and work for you.
Either change the corporate culture or continue to recruit people.
According to my guess, you can only keep hiring, right?
Question 6: About wenku.baidu/...EkRQNC?. What does the high turnover rate of a company tell us?
Reasons for high turnover rate of enterprise personnel
Question 7: Why do new employees leave because of the high turnover rate and can't adapt to the new environment? The old workers have adapted to the environment and are content with the status quo for no special reason.
Question 8: Why is the employee turnover rate so high? There are several main reasons for employee turnover:
First, seek a breakthrough in working life and expect to take up more important positions;
Second, it is related to the management style of the immediate supervisor;
Third, the company's internal system is chaotic;
Fourth, dissatisfied with the company's salary and benefits; Fifth, the company's financial situation is not good;
Question 9: What is the reason for the high turnover rate of employees in enterprises? Poor treatment and low salary. Come out to work, don't you just want more money? What a realistic thing, it is useless to talk about corporate culture. It is better to send a red envelope to win people's hearts.
Question 10: some thoughts on how to reduce the turnover rate of employees
In today's society with highly developed knowledge economy and information technology, the competition for talents, especially high-end talents, is becoming more and more fierce. However, in the process of enterprise development, it is inevitable to encounter the problem of employee turnover. Reasonable and orderly employee flow can avoid the obsolescence and rigidity of enterprise management mode and thinking mode, and is conducive to the introduction and absorption of new ideas and concepts. However, too frequent employee turnover will increase the cost of human resources, affect the stability of the organization, and is not conducive to the long-term sustainable development of enterprises.
First, an analysis of the causes of employee turnover
There are many reasons for employees leaving their jobs, which are different in form, importance and influence. Its essential root can be analyzed from the individual's psychological activity and its psychological mechanism.
According to Maslow's hierarchy of needs theory, everyone has five levels of needs, namely, physiological needs, security needs, social needs, respect needs and self-realization needs. After the demand at any level is basically met, the demand at the next level will be transformed into the dominant demand.
Herzberg's "two-factor theory" shows that the relationship between individual and work is a basic one, and whether this relationship is effective depends on two factors: motivation and health care. Most of the factors that employees are dissatisfied with are related to the working environment or working relationship (such as correct management, supervision, working conditions, interpersonal relationship, salary, status, job stability, etc.). The improvement of such factors can prevent or eliminate employees' dissatisfaction, but it cannot be direct.
It plays an incentive role, so it is called health care factor. The factors of employees' satisfaction are mainly related to the work content or results (such as work performance, promotion, nature of tasks, possibility of personal development, sense of responsibility in posts, etc.). The improvement of these factors can make employees feel satisfied and produce strong and lasting incentive, so they are called incentive factors.
Combining the above two theories, we can see that the working environment or working relationship is a health care factor, which can bring basic living security to employees and realize their basic needs. Work content or work achievement is an incentive factor, which can bring employees a sense of accomplishment and respect, and realize the satisfaction of employees' personal needs for society, respect and self-realization. In this sense, the reasons for employees' resignation generally come from two aspects: enterprises and employees.
1. Reasons from enterprises
(1) Welfare benefits. The perfection and perfection of welfare and the fairness and rationality of treatment will affect the inner feelings of employees. If employees think that their inner feelings are too different from their expected thoughts for a long time, they may have the intention to leave.
(2) Working conditions. Bad working environment, lack of labor protection measures for employees, overloaded work intensity, too far away from the workplace, it is difficult to achieve the balance between work and daily life, and may also encourage employees to leave their jobs.
(3) interpersonal relationships. Poor communication between superiors and subordinates, bad relationship with colleagues, complicated interpersonal relationships and intrigue are all easy to make employees tired of coping with interpersonal relationships, leading to physical and mental exhaustion.
(4) Leadership style. Disagreement with the management style and level of leaders, lack of appreciation of leaders and lack of talents will also lead employees to have the idea of resigning.
(5) Enterprise development prospects. It is considered that the enterprise has no development prospect, the industry development is not good, the market share is not high, the customer does not recognize it, and it is not worth working hard for.
(6) Employees' self-development opportunities. Self-development space is narrow, promotion channels are not smooth, and development opportunities are lacking. Enterprises do not attach importance to the career planning and development of employees.
2. Personal reasons of employees
(1) Family life factors. Family financial burden is too heavy, or family members (such as children, spouses, the elderly, etc.). ) need to be taken care of.
(2) Personal self-pursuit and development. Employees have the willingness to study abroad, pursue advanced studies or start their own businesses.
Second, a correct view of employee turnover
The turnover rate is one of the important indicators to examine the internal human resources of enterprises, which directly reflects the flow of human resources, employees' job satisfaction and the human resources strategy adopted by enterprises.
Employee turnover has both positive and negative effects on society, enterprises and employees themselves. By maintaining a moderate and reasonable employee turnover rate, we can bring new ideas and ideas to enterprises, prevent the rigidity of the inherent management mode and thinking mode, and help to maintain the vitality of enterprises. This is the positive role of mobility in enterprise development.
Specific performance in the following aspects:
First, a reasonable number of resignees can promote the self-renewal of organizational blood and maintain the normal metabolism of the workforce.
Second, the vacancy caused by employee's resignation prompted managers to redistribute Z and supplementary personnel from ... >; & gt