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The primary factor for employees to change jobs depends on their immediate supervisor.

The survey results show that the five main factors that lead to employee job-hopping are: the job-hopping rate caused by the superior leader's disapproval of subordinates is 71.6%; The salary increase system is 68.4%; 67.4% of the superior leaders can't reasonably solicit opinions from their subordinates; The welfare system is 62.8%; Training opportunities are 55%.

Bai Ling explained to reporters that this shows that front-line leaders largely decide whether subordinates leave their jobs, rather than macro factors such as corporate culture, organizational goals, salary and benefits that we have always thought before. In fact, this is not contradictory. Corporate culture will eventually be reflected in daily work, and front-line leaders are the most direct contacts and leaders of employees.

The Portman Ritz-Carlton Shanghai has been rated as the best employer for several years in a row, and the staff turnover rate has been 4 or 5 percentage points lower than the industry average. The reason is that Portman Ritz-Carlton emphasizes the importance of communication between middle and lower managers and front-line employees. Employees don't necessarily pay attention to the hotel's development goals, but pay attention to more specific and smaller issues, such as an affirmation from the lobby manager or a misunderstood criticism. In addition, every year, the hotel will do an "employee satisfaction survey", which includes corporate culture, company development, working environment and so on. Especially the relationship between front-line leaders and employees as part of the "employee satisfaction survey". After the investigation, the company will publish the reflected problems and solutions on the information column: which problems can be solved immediately, how long it will take to solve them, and which problems cannot be solved. In addition, managers and employees are encouraged to communicate frequently, and employees are encouraged to speak out their troubles. Ding Ping, head of its human resources department, explained that it seems complicated, but in fact, the investment in these tasks is not large, mainly to break communication barriers, prevent the accumulation of dissatisfaction and solve it in time.

Chen Kai, director of the Personnel and General Affairs Center of Panasonic (China), also agrees that front-line leaders play a great role in deciding whether employees will stay or not. He said: "Panasonic's approach is to carefully select middle and low-level managers from the roots and systems. An important criterion for selection is to examine their communication skills with employees. "

Loyalty to the profession is more important than loyalty to the enterprise.

Another result of the survey shows that most people think that job-hopping is not immoral, whether it is job-hopping or not. 78.4% of people who don't want to jump ship think it is moral to jump ship, and 74.9% of people who don't have the opportunity to jump ship think so. Among those who are in the conception stage, the action stage and the unemployed, the proportions are 78.9%, 79.9% and 77.8% respectively. It can be seen that it is very unrealistic for enterprises to restrain employees from job-hopping from a moral point of view.

On the other hand, the survey of organizational loyalty shows that people with moderate opinions, that is, people who basically agree with loyalty, have absolute popularity among the total number of people. Among them, people who basically agree with each other account for about 60% of the respondents in each state.

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A survey on China's job-hopping shows that the five main factors that cause employees' job-hopping are: the job-hopping rate caused by the superior leader's disapproval of subordinates is 7 1.6%, the salary increase system is 68.4%, the superior leader can't reasonably solicit the opinions of subordinates is 67.4%, the welfare system is 62.8%, and the training opportunity is 55%.

From the perspective of enterprises, retaining employees is almost equal to creating value. A report by the American Institute of Management (ama) shows that the cost of replacing an employee is at least 30% of his annual salary; For jobs with skills shortage, this cost is equivalent to 1.5 times or even higher than the annual salary of employees. Another report shows that turnover costs, who manages employees in sales positions, can be as high as 200% ~ 250% of the annual salary of employees who leave.

Domestic professionals believe that these estimates are conservative because they do not fully calculate the investment in employee turnover, job vacancies, replacement, productivity and training.

In the case that employees' loyalty to the enterprise is getting lower and lower, it is obviously not feasible to restrain employees by a few simple slogans and moral public opinion as before. Facing the job-hopping crisis of core employees, enterprises take various effective measures to minimize employee turnover.

In a survey conducted by Beijing Construction Industry Human Resources Association on the causes of talent flow, 20.5% of the respondents believe that the enterprises that can best retain talents should "have a reasonable competition mechanism and give full play to their talents"; 19.3% of the respondents believe that "employees should be placed in the most suitable positions and let them give full play to their talents"; 16.9% of the respondents believe that employees should be given higher wages; 16.3% of the respondents believe that it is more important to formulate a reasonable salary system.

In fact, it is also the case. More and more enterprises take the route of standardizing the system and retaining people, effectively stabilizing the talent team in the face of "combination boxing" such as agreed service period, commercial confidentiality agreement and stock option, and the peak of job-hopping at the end of the year has the least impact on such enterprises.

In contrast, other enterprises take the defensive and formulate "next step policies". They either hide a mystery in the employment contract, or cleverly set up checkpoints when employees change jobs, or even create complexity and obstruct them in every way. Of course, these strategies are not desirable, and some are even illegal. In order to retain employees and talents, we must cultivate employees' feelings and loyalty to the enterprise by means of corporate culture, providing exhibition space and good salary and treatment under the premise of legal permission.

The human resources director of a well-known domestic enterprise said that it is not advisable to retain employees by delaying the payment of employee bonuses and paying training fees. Enterprises can announce the company's training plan for the coming year and send outstanding employees to study abroad. Or use the welfare policies such as double salary at the end of the year, year-end bonus, upgrade and salary increase to stay enthusiastically. Some mature large enterprises can try some foreign employment mechanisms, such as allocating options and shares to core employees and technical backbones.

-Better communication is the way to keep people.

What kind of retention method will be more effective for enterprises when talents are ready to change jobs? The survey found that 48.6% of them succeeded in better communication, 7.5% provided more benefits, 6.4% raised their wages and 2.7% gave more rights.

Many large multinational companies usually use communication and understanding to retain employees when they are ready to change jobs. Through communication and understanding of the situation, we can better understand the inner thoughts of employees, know the real reason why they want to quit, and find the real solution to the problem accordingly. Now, some domestic companies have begun to use this method.

-Some companies will choose to offer more benefits, raise salaries and give more rights to retain talents.

Taking this kind of material reward to retain talents will sometimes achieve certain results, but only for employees who are dissatisfied with the treatment provided by the company. If the company gives employees who want to change jobs a raise, give them more generous benefits and narrow the gap with the company that wants to change jobs, at the same time, employees will choose to stay because they work smoothly in this company and get along well with their colleagues. However, if it is not a salary problem, but employees are not optimistic about the long-term development of the company and have no room for their own abilities, they will still choose to leave, so that they can have a broader development space.

-Aggressiveness is a coup.

At present, many enterprises use all kinds of "red envelopes" to win people's hearts at the end of the year, from giving employees houses and cars to fitness cards, high-end brand skin care products and coupons, and also holding employee parties, family associations and other activities to gather corporate popularity.

-Economic compensation is the main form of punishment.

According to the survey data, the winning rate of the disciplinary measures the company will take after the problems appear is 68.5% for economic compensation, 36.5% for contract, 7.8% for candidate preparation and 3.5% for employee code.

For employees who are bent on job-hopping, even if the company enthusiastically retains them, it is difficult for him to turn back. At this time, the only feasible thing for the company is to minimize the losses as much as possible. At present, both employers and employees have signed work contracts, and the company can require employees who quit their jobs to compensate certain economic expenses during the contract period. At the same time, this method is simple to operate, and it is the way that most companies will adopt.

Now that we are a society ruled by law, everything must be standardized. Some companies will restrict job-hopping, or set the salary in a more reasonable way-contracts and employee codes. This method can make both parties understand the impact that job-hopping will bring to them and clarify their responsibilities and obligations. In this way, when this kind of incident really happens, both sides can act according to the rules without arguing about how to compensate each other's losses.

Job-hopping war, a huge market created in competition

In this invisible war, a resulting industry is developing rapidly, which is headhunting company. Whether it is personal job hunting, job hopping, or seeking talents and recruiting talents in enterprises, it is inseparable from headhunting companies. Mr. Liu, who moved to a joint venture as a department manager, believes that the crowded talent exchange market is obviously not suitable for middle and high-level talents. For them, the channel of job-hopping is more inclined to headhunting companies.

The headhunting industry in China only appeared 10 years ago, but it developed rapidly. At present, China's headhunting companies and consulting institutions engaged in headhunting service are mainly concentrated in Beijing, Shanghai, Shenzhen, Guangzhou and other cities. Headhunting companies are gradually becoming an important channel for enterprises to seek senior talents and the flow of senior talents.

According to international practice, the fee charged by headhunting companies to introduce a talent to an enterprise is 1/4 to 1/3 of the annual salary of the talent. With the annual salary level of senior management talents and technical talents increasing year by year, the profits of headhunting companies will be higher and higher. Headhunters in China earn millions of dollars every year, which makes headhunters at home and abroad drool.

Recently, the "Golden Collar Workplace" job fair for senior talents in Beijing's talent market has found a market gap between ordinary job fairs and headhunters and has become the most growing force.

Harvard University's research on human resources shows that when the gross national product approaches 10% for several years in a row, the social demand for talents will surge. In a mature market economy environment, the appropriate ratio of headhunting companies to enterprises is 5: 1000. In order to compete, enterprises do not hesitate to seek talents, forming the soil for headhunting. In this soil, who can laugh best can only be proved by time.

Job-hopping and anti-job-hopping, who is the winner of individual enterprises?

For enterprises, the beginning of a new year will always be a comprehensive adjustment of development strategies and enterprise standards, and senior talents will be supplemented regardless of the goals. For the talent market in Beijing, a large number of new enterprises and foreign-funded companies are increasing year by year, and the demand for talents is increasing, especially those with comprehensive quality above department managers.

A fortune 500 foreign-funded enterprise provided more than 10 middle and senior positions at the "Golden Collar Job Fair" held by Oriental Huibo Company. It is reported that foreign-funded enterprises that have just started business in China need to explore the China market, and middle and senior talents from China are their best choice. In addition, some middle and senior talents choose to start their own businesses after reaching a certain accumulation, which also aggravates the vacancy of middle and senior talents.

Private enterprises' thirst for talents naturally attracts a large number of outstanding talents. In the past, some high-quality job seekers were mainly concentrated in well-known multinational companies. Now, with the adjustment of the employment strategy of potential private enterprises in China, more and more outstanding talents will look to private enterprises. According to statistics, private scientific and technological enterprises in Beijing alone recruited 430,000 employees last year, most of whom were highly educated scientific and technological personnel, returned overseas students and a group of high-quality intellectuals.

Various factors give talents more choices and make job-hopping more and more common. Then, who is the final winner in the job-hopping and anti-job-hopping war between enterprises and talents?

In fact, on the other hand, as long as handled properly, both can be winners.

In the process of successful job-hopping, on the one hand, employees improve their salary and benefits, on the other hand, they also expand their own development space, tap more personal potential and make their lives more exciting.

In the anti-job-hopping war, enterprises constantly improve their own employment mechanism and form a more competitive and unique corporate culture; In order to prevent the vacancy of talents, we should always pay attention to the reserve of talents; In the renewal of talents, the vitality and vitality of enterprises are maintained, which makes enterprises have more advantages in market competition.