Why do companies need to maintain employee mobility and stability? What are the mobility and stability of human resources?

Maintaining employee mobility while maintaining relative organizational stability is a problem that many companies have to face.

"Too turbulent water cannot retain fish, and stagnant water cannot support fish. If you want fish to live healthily, you must use 'stable living water'."

Manufacturing mobility

Laying off unsuitable employees is a key measure for organizational restructuring and corporate vitality. "Only by letting inappropriate people go can you keep the right people." This is the experience of an entrepreneur. "When you are not sure who is suitable for the company, you can at least find out who is not suitable for the company."

A private company is in the teaching aid book business. Due to its control of fixed channels, the company's profits have always been very good, but it has never been able to make big profits. The reason is that "a company is run by one person from beginning to end." The business owner originally started his career as a book stall. Although he does not have much education, he has the vision and mind of a businessman. Cooperating with relevant government departments, through this relatively unique operating method, corporate profits have always been ahead of industry competitors.

But he faced a huge problem. Because all employees, including those placed through government connections and their own relatives, are reliable but not available. He had thought about this issue very seriously. Judging from his experience, there are no purely low-quality employees in the world. He only has a junior high school education. Didn't he also struggle to make this world? But the performance of these employees really disappointed him. Although he already has more than 20 employees, he still has to do everything personally. He also accepted suggestions from consulting companies and adopted various incentive models, but none of them worked. Today, he has begun to let things go. His troubles come from the cultural model of the company. Because most of the employees are relatives and friends, they face the dilemma of difficult to implement negative incentives, which means that most employees cannot be dismissed.

McGreary proposed the XY theory in his book "The Human Aspect of Business". Theory X is also called the "Economic Man Hypothesis" and Theory Y is also called the "Social Man Hypothesis". Theory Theory Y believes that ordinary people do not hate work by nature. If given the right opportunity, people like to work and are eager to use their talents. The method of motivation is to make employees' work as meaningful and challenging as possible so that employees can achieve their own motivation.

Our implementation of positive incentives for employees is based on the "Y" hypothesis. That is to say, it is assumed that employees are motivated, have ideals and ambitions, can take responsibility and are competent. Negative incentives are based on Theory "X", which assumes exactly the opposite of Theory "Y".

In fact, experienced managers all know that there are people who conform to the "Y" theory in every enterprise. These people either play a leading role in the enterprise, or they find that the enterprise cannot make them comfortable. Resign and go away. These people need to be guided and retained through positive incentives. Every company also has people who fit the "X" theory, and these people are often the underachievers of the company. Some people kept up with the large army through negative incentives, some people were abandoned by the organization, and some people left in frustration before they understood themselves.

So for an enterprise to effectively manage the organization, it must be prepared to abandon some of the hopeless "X" people, and at the same time be prepared to reluctantly part with some "Y" people who are no longer in tune with the enterprise. people. Only in this way can enterprises ensure that the mainstream of their organization is not affected and the mainstream culture is not alienated.

Maintaining liquidity requires certainty

Everyone knows the 2/8 rule. The value of 80% comes from the creativity of 20 people, and the company must give these 20 people 80% in return. This theory is currently being used in organizational management. The general idea is to retain 80% of the company's personnel and abandon 20%. Because according to the normal distribution, since there are 20 elites, it seems that 20 should be eliminated. Although this number is somewhat subjective, the truth is self-evident.

Every business has people to exclude, but how do you find these people?

The reason companies fire employees is not because they are ruthless, but because they are not sure. This is the unspeakable secret of many business managers. When a company lays off employees, it is cruel to those who have to leave. This requires a clear statement, not only clear provisions, but also precise quantification. In addition, it is also indispensable to make everyone feel that the company is benevolent and loyal. When employees find that the company's downsizing process is too cruel, a psychological gap will develop, they will become suspicious of the corporate culture, and they will no longer be loyal to the original values. This invisible barrier is not only difficult to eliminate, but will also have a negative impact on business management.

Generally speaking, there are two types of corporate layoffs: pragmatic and pragmatic. “Retreat” is using layoffs as an incentive. Layoffs are used to curb certain tendencies or to combat certain forces. Layoffs are not an end, but just a means. Through layoffs, the organization can be reintegrated and create a sense of crisis. "Pragmatic" means using layoffs as a means of strategic adjustment. During the adjustment process, the interests of some employees will be affected. From the perspective of corporate interests, some employees have to be laid off.

Whether it is pragmatic or unrealistic, one must ultimately grasp a certain degree. Someone once said: "A company that frequently makes strategic adjustments cannot be said to be a smart company, and an organization that lacks stability cannot be an organization with a clear purpose."

Former GE Company CEO Jack Welch's standard is 20/70/10. He divided employees into three levels: best, average and worst. The 20 people are defined as the best and will be given a salary increase or promotion, while the last 10 are the worst and will be eliminated. The CEO of a company in the northwest region came to Beijing to listen to a lecture. After learning about Welch's standards, he immediately flew back to the company to make a similar deployment.

But the situation of my own company is very different from that of GE. First of all, it has not been established for a long time, and now is the stage where everyone is working together to start a business. At the beginning, the recruitment of corporate employees was mostly based on recommendations from various senior executives. As long as there were layoffs, it would inevitably affect all aspects of political power and cause organizational shocks. This is undoubtedly the next step for companies currently striving for stability. Secondly, the current business has not been programmed, so it is very difficult to assess. It is difficult to have a quantitative standard for how to define who will be promoted and who will be laid off. After such results come out, it will inevitably bring surprise and injustice to many people. Third, the company's strategy is still unclear. Organizations don’t just prepare for today, they also stock up for tomorrow. The cost of layoffs at this time can be imagined.

The ecstasy of unexpectedly finding the answer made this entrepreneur with strong execution ability quickly complete the 20/70/10 plan. But what happened next caught him by surprise. The vice presidents began to distance themselves because they felt they had lost face. Employees within the company were distracted because they were worried about their own fate, and the company's efficiency gradually declined. It was not until the entrepreneur spent a lot of effort to reverse the mistake and implemented a practical incentive model that he reversed the passive situation.

A wise leader is not about following the rules of others, but about how to follow the rules for what they are. Welch's standards became fixed because they became a system and a culture. However, most business models in China are currently in the exploratory stage. At this time, it is wise to maintain a dynamic standard.

Go with the trend to achieve stability

Organizational liquidity is difficult to control in some industries. "Let talents flow, keep knowledge", this is the slogan of an IT company. Unlike other companies, this company has never shied away from the flow of talent. Employees also don’t have to worry about their secrets becoming public, and everyone can work together in an honest relationship. "Our employees and the company will always be friends. No matter where they go." The managers of this company believe in this philosophy, "Because employees here behave honestly and do things honestly. This experience is very important for a person who has just entered the society. For college students, it is an experience that cannot be bought for money.

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"The reason why we do not shy away from employees leaving is objectively because this trend cannot be curbed by avoiding or blocking it. Instead of always breaking up on bad terms, why not break up calmly? ”

“Subjectively speaking, if you treat your employees as friends, you have to think about their future. Only by caring for others can we treat each other sincerely. Therefore, after my employees left, they not only remained friends with me and advised each other, but many employees also returned to the company after a period of training. ”

“This culture gave me two guarantees. First, every employee’s departure was carefully considered and there was no irrational choice. Second, every employee will introduce his experience to his boss and colleagues before leaving. ”

Perhaps this theory is too idealistic, but an open and honest organizational atmosphere is indeed a key factor in maintaining the vitality of an enterprise. Because good employees are not hired, but cultivated.

An emperor in troubled times found a hermit who pointed at a mess of branches by the flooded river and smiled without saying anything. The emperor suddenly understood the secret of governing the country. It is about following the trend, and the same is true for business management. If a group of branches hangs on the shore, it will be scattered by the water. Only by following the water, the branches can be gathered together without being separated. However, we must never forget that flow is not the same. The purpose is to stabilize the enterprise.

Core talents are the last line of defense of the enterprise. When an entrepreneur from the south was studying for an EMBA in the north, several core members of the enterprise took over the decision-making and management rights. We started from scratch and experienced many ups and downs. Everyone was very familiar with each other, so after taking over, these core executives easily grasped the boss's ideas.

Unfortunately, they made a huge mistake. When expanding into the Xinjiang market, they signed an exclusive agency agreement with a cooperative company. However, this partner used the exclusive agency rights to conduct private capital raising. By the time the incident was exposed, the company had suffered losses of tens of millions of yuan. When an entrepreneur returned to the south and saw all this, he fired a few key people who had important responsibilities without saying a word. New people were soon added. But from then on, when the boss of the company went back to study in the north, he didn't say anything. It was found that it was difficult to carry out the business normally. The departure of several core talents caused a disconnection in the entire enterprise process. This disconnection was by no means something that new people could connect to.

For many managers, it is difficult to retain employees. Maintaining liquidity while maintaining organizational stability seems to be a "win-win". However, in a sense, management is a process of finding balance. Absolute balance is difficult to achieve, but relative balance requires skills. and methods can be achieved

Hope the above answer will be helpful to you