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73 Why can't a high salary keep talents

Original: Heyi Consulting

Case

A company is a well-known private household appliance enterprise, and its boss has always been proud of its competitive salary level in the industry. He believes that generous salary will inevitably attract and retain talents and stimulate their creativity, thus relying on talent advantages to promote the rapid development of the company. However, the collective job-hopping of more than ten technical backbone employees prompted the company's boss to seriously consider whether there are problems in the original human resources system.

Analysis

Why can't high salary keep talents? A company cooperated with a consulting company to conduct a questionnaire survey and discussion on middle and senior managers, technicians, business backbones and some employees who left their jobs. The survey results show that: (1) Although the salary is at a high level in the same industry, the employees of A company are tired of the high-intensity labor that often works overtime; (2) The company has no obvious business philosophy and cultural orientation, and employees don't know why they work, so salary becomes the only goal they pursue; (3) The internal tense rhythm caused by the pressure of market competition makes managers have no time or neglect the communication with employees, and employees feel that they are not valued and their personal values are difficult to reflect; (4) Fixed jobs, repetitive work, and lack of systematic training make employees feel that it is difficult to improve their personal ability and the development space is limited.

Through investigation and analysis, the boss of Company A realized that employees' needs are various. On the one hand, they work to get income to meet the needs of survival. At the same time, they also pursue a good working environment, harmonious interpersonal relationship, ability improvement, personal development, attention and understanding of others, etc. Therefore, there are various factors affecting employee turnover in reality, including corporate culture, salary level, work content, learning opportunities, development prospects, colleagues' relationships and family.

factors affecting employee turnover

content of influencing factors

total wages of work factors; Fairness of wages; The wage level of relative competitors; Future expected income (i.e. stock appreciation income, stock option income, etc.); Working hours and shift system; Working conditions; Management skills of direct supervisor; Personality factors of direct supervisor; Partners; Safety of work; The meaning of work; The application of technology and ability; Career development opportunities; Education and training; Corporate culture; Policies and regulations

Living factors housing; Transportation; Look after children; Health facilities; Leisure activities; Physical environment;

social environment; Educational opportunities < P > Personal factors and lifestyle; Spouse transfer; Get married; Family members get sick or die; Health status;

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In view of the problems existing in the human resources system, the consulting company suggested that Company A should do a lot of work to retain talents while maintaining its salary advantage. Specifically:

1. Retaining people with incentive mechanism

1. Salary mechanism. Income is not only the means for employees to make a living, the basis of their spiritual and cultural needs, but also the embodiment of their personal values. Therefore, salary has become the most critical factor affecting employees' job satisfaction and thus employee turnover. A survey conducted by China Social Investigation Office in 1998 also showed that the main reason for brain drain in state-owned enterprises was the treatment. While continuing to maintain the salary advantage, Company A has initially established a dynamic salary system, which not only ensures the basic living standards of employees, but also embodies the principle of getting more for more work and linking the salary with the performance of employees. For example, for salespeople, their income is linked to sales, and for research and development personnel, their income is linked to research results. For the top managers of enterprises, because their efforts are related to the success or failure of enterprise management and difficult to supervise, in addition to the fixed income such as bonuses and allowances, they should also implement operator stock ownership, especially stock options, to arouse their enthusiasm.

2. Rewards. Salary is not the only incentive mechanism, and any supervisor in an enterprise holds an important reward resource: praise and encouragement. By affirming employees' work achievements and encouraging progress, employees will feel respected and valued, and gain a sense of accomplishment, thus improving their interest and enthusiasm for work. Enterprises can not only commend outstanding employees' individuals, teams and departments through ceremonies and festivals to boost morale, but also encourage them through helping their daily growth and encouraging their progress.

2. Retaining people by career

1. Work design. For many employees, job content is an important indicator that determines job satisfaction and affects mobility, so scientific and reasonable arrangement of work and job content plays an important role in retaining employees. The monotony of position, the repetition of work tasks, the challenge of work tasks, the autonomy and responsibility of positions will all affect employees' evaluation of work. Generally speaking, the more challenging and creative a job is, and the greater the autonomy an employee enjoys, the higher his job satisfaction will be. Therefore, if these factors can be considered in job design, employees' satisfaction with the job can be improved accordingly, thus reducing the turnover rate of employees.

2. Career planning. Career planning is an enterprise that helps employees develop all kinds of knowledge and skills, provides employees with an opportunity to realize their personal expertise, and makes ideas and plans for a series of development paths such as future careers, work organizations to be undertaken, positions to be undertaken and work authority. Career planning of employees is not only conducive to giving full play to their talents, but also avoiding the waste of human resources in enterprises; It is also conducive to clarifying the development prospects and efforts of employees in the enterprise, making employees realize that his development is inseparable from the prosperity of the enterprise, thus promoting employees to play their potential and consciously combining personal interests with the long-term development of the enterprise.

3. Internal mobility and competition for posts. Although the internal mobility of employees will bring some costs, moderate mobility can satisfy employees' desire for knowledge and innovation, avoid the physical and psychological fatigue and emotions brought to employees by long-term single work, stimulate employees' enthusiasm and motivation, help increase employees' satisfaction and sense of engagement, improve employees' comprehensive ability, meet employees' mobility needs, and thus achieve the effect of reducing brain drain through internal brain drain. A company has established a vacancy poster system, and the vacant positions are announced to all employees, giving priority to the selection of personnel within the company, and all employees who have been in their original jobs for one year and performed well can participate in the selection. At the same time, Company A began to establish a fair, fair and open internal competitive environment, and "mediocre people are inferior, capable people are superior", so as to evaluate employees' performance and compete for posts in order to make outstanding talents stand out as soon as possible.

3. Retaining people with feelings

The most important resource in an enterprise is people, so it is important to establish a people-oriented management system, respect people and their needs, and retain and motivate people through emotional ties. However, many enterprises often devote themselves to the development of superior majors and technologies to adapt to the era of high efficiency and high competitiveness, while ignoring the role of internal management communication and emotional communication. The professional and technical advantages painstakingly accumulated by Company A are almost lost with the departure of more than ten key personnel, which is a lesson.

Kōnosuke Matsushita once said, "To be a successful entrepreneur, you must see what others can't see and listen to what others can't hear." This is the important role of emotional communication. In addition to building an office environment with advanced hardware facilities, enterprises should also pay attention to listening to the opinions of employees and often communicate with them emotionally. If supervisors at all levels can care about and attach importance to employees, communicate with them frequently, help them solve the difficulties encountered in their work, form a harmonious interpersonal relationship between superiors and subordinates, provide various channels for employees to understand the development of the company, actively listen to their opinions and ideas, and let them participate in decision-making, especially in decisions that concern their own interests (such as conducting performance interviews), employees' willingness to work will be ignited, and their inner vitality and motivation will also come out in generate. This not only inspires employees, but also retains people. Based on this, Company A established BBS on Intranet to provide space for employees to express their opinions and suggestions, and established manager reception day system, feedback system and rationalization suggestion commendation system in various departments and subsidiaries. In this way, the management can grasp the dynamics of employees in time and take solutions.

4. Retaining people with corporate culture

Retaining talents through corporate culture is the highest level for enterprises to retain people. If the organizational structure of the enterprise is the body of the enterprise and the personnel are the blood of the enterprise, then the corporate culture is the soul of the enterprise. A basic value recognized by all employees directly determines employees' behavior, makes employees have a sense of ownership and belonging, forms a centripetal force and cohesion in the enterprise, greatly weakens the contradiction between personal goals and enterprise goals, and prevents the centrifugal tendency of various small departments in large enterprises.

In view of the fact that the corporate culture construction of Company A is almost blank and employees' awareness of corporate culture is weak, the consulting company suggests that Company A should not shout slogans in the initial stage of corporate culture construction, but restrain and motivate employees through the construction of relevant systems, so that when the concept of * * * is imperceptibly formed, it can be turned to words to form a corporate constitution. Starting from the existing problems, corporate culture construction mainly aims at strengthening team spirit, strengthening communication and embodying personal values. Therefore, the content of performance appraisal not only includes employees' performance, but also increases customer satisfaction and internal related departments and employees' satisfaction indicators, aiming at stimulating employees' enthusiasm and promoting the gradual formation of team spirit and customer satisfaction consciousness; In terms of training system construction, according to the enterprise development strategy and personal career planning, the company has tailored a systematic training plan for everyone, and opened an online college so that every employee can choose his favorite courses anytime and anywhere, thus promoting the self-improvement and self-improvement of employees and laying the foundation for future personal development, and gradually establishing a learning-oriented corporate culture; In the construction of salary system, consciously increase the proportion of employees' salary linked to company performance and departmental performance, so that employees can feel that their income will change with company performance, aiming at promoting employees' dedication and collective responsibility.

learn from a painful experience. After more than a year, Company A has reformed the human resource management system in many aspects and formulated a series of specific measures, initially reshaping a harmonious and dynamic organization, enhancing the company's cohesion, gradually attracting more talents to join, and several key employees who left the company were moved back to Company A by the "new company". xsc