Papers related to enterprise employee relationship management

Enterprises are the main body of the market and the backbone of building an innovative country, and employee relations are the lifeline of enterprises. Below are papers related to corporate employee relationship management that I have compiled for your reference. Article 1 of Papers Related to Enterprise Employee Relationship Management

"Employee Relationship Management of Small and Medium-sized Private Enterprises"

Abstract: Enterprise employee relationship construction plays an increasingly prominent role in enterprise development. This article This paper sorted out the common problems in employee management of small and medium-sized private enterprises, and proposed to create a good employee relations management atmosphere by strengthening the awareness of the company's senior leaders, cultivating good labor relations, establishing and improving the corporate welfare security system, and providing enterprises with Build a solid foundation for stable and harmonious development.

Abstract: Small and medium-sized private enterprises; employee relations

CLC classification number: F240 Document identification code: A Article number: 1001-828X(2015)003-0000-01

In the current economic and social environment, competition among enterprises is fierce. Competition among enterprises is essentially competition in the core technologies and core competitiveness of enterprises, but these core technologies and competitiveness ultimately exist in the core human resources of enterprises. As an employee relationship management that enhances the attractiveness and cohesion of corporate talents, it is undoubtedly a huge challenge for small and medium-sized private enterprises.

At present, most small and medium-sized private enterprises in China are in the start-up and growth stages, and their corresponding employee relationship management is mostly extensive, simple, and not systematic and standardized enough. The author believes that for small and medium-sized private enterprises, it is undoubtedly unrealistic to simply imitate the employee relationship management model of the Fortune 500 companies. Therefore, small and medium-sized private enterprises should give full play to their own advantages and characteristics, deal with them flexibly, and find an employee relationship model that suits the characteristics of the enterprise.

1. Prominent problems in employee relations in domestic small and medium-sized private enterprises

1. The value of employee relations is not paid enough attention by the person in charge of the enterprise

The value of employee relations Improving team harmony is an overall and systematic task. Employee relationship management is the most trivial part of enterprise human resource management and is not easy to show value. Employee relationship management in most small and medium-sized private enterprises in my country has not received sufficient attention and value recognition from business leaders. Many people in charge of small and medium-sized private enterprises in my country believe that the enterprise and its employees are just a money-employment relationship where everyone gets what they want. They think that when employees get the money they should get, they don't need to worry about other things. According to surveys, most employees' resignation has little to do with money. Instead, disharmonious working environment is the main reason for resignation.

2. The construction of corporate culture is not obvious. Small and medium-sized private enterprises do not have a true sense of corporate culture construction, or they have a corporate culture but fail to educate employees on corporate culture, causing employees' behavior to deviate from the company's development direction, and it is difficult for the company to achieve a harmonious development with its employees. desire. The corporate culture construction of small and medium-sized enterprises remains in the form, and it is difficult to truly include employees in the process of corporate culture construction. It is often just office staff posting text, taking some photos, and writing articles, without more practical activities. to support cultural construction. Most of the company's employees don't know what the company's philosophy and core values ??are, let alone the core of its culture.

3. The incentive communication mechanism is imperfect. The awareness of communication between managers and employees in small and medium-sized private enterprises is weak, and communication lags between superiors and subordinates, as well as between horizontal departments, which directly affects the work of each department and between departments. When conflicts arise, most employees will not take the initiative to communicate. Instead, they will adopt an attitude of avoidance, delay, or blame-shifting, causing simple matters to become more serious until they become a stumbling block to the operation of the company. Only when the nature of the problem becomes larger does the real issue begin. face.

4. Employee satisfaction is low and the turnover rate of core employees is high.

Due to the complex working environment, incomplete related welfare measures, and confusion about future career development, employees in small and medium-sized private enterprises are not very satisfied with their jobs. The turnover rate of core employees is high, resulting in a lack of manpower. Enterprises with insufficient resource core competitiveness are even worse.

2. Basic ways to establish a good employee management system

1. Deepen the cognitive concepts of the company’s top management, educate and guide employees to identify with the company’s vision. Employee relations should first be fully understood by the person in charge of the enterprise. Only when senior leaders truly understand the importance of employee relations ideologically can they put employee relations in an important position in the development of enterprise human resources work. Due to the remote geographical location of the private enterprise where the author works, in order to strengthen the cohesion of the enterprise and retain its employees, the senior management of the enterprise have a deep understanding of the importance of employee relations and personally participate in the planning of various activities. In employee relations play an active and leading role in development. In the following three years, the company's employee turnover rate has dropped significantly, and the company's external reputation has also been greatly improved.

2. Cultivate good labor-management relations and provide employees with safeguard measures to live and work in peace and contentment. Enterprises not only want employees to have a happy career at work, but also want employees to live in peace and contentment in life. ?Leye? requires companies to provide employees with a good working and office environment, a complete salary incentive mechanism and an employee promotion platform. In order to enable employees to better transform their roles and transform from the original "part-time job" mentality to the "owner" mentality, companies should focus on training employees with potential at work so that they can have more in their jobs. The improvement allows young employees to feel that there is room for improvement and truly integrate their own development with the development of the enterprise. "Anju" requires enterprises to provide more material and financial guarantees for employees. Because it is not enough to just enjoy the work. Although you want to stay in the company, you must have material support and let the employees live in peace to truly retain them. This involves many welfare and security measures, such as the education of children of non-resident employees, transportation problems for employees to and from get off work, accommodation issues for non-resident employees and their families, medical security issues for employees, etc. Humanistic care is the driving force of enterprise warmth and the soul and blood of enterprise development in the new era. Enterprises should pay attention to employees' livelihood from multiple levels and angles, and put themselves in their employees' shoes to solve practical difficulties.

3. Actively construct an employee-themed corporate culture to improve employee job satisfaction. Enterprises should firmly grasp the psychology of employees, create a theme culture suitable for their own employees, and use corporate culture as an implicit tool to enhance the sense of belonging and cohesion of employees. Taking the author's company as an example, the company vigorously promotes the construction of a corporate "happy" culture of "heart, car, and mind", so that employees can truly realize that "I work, I am happy; I study, I am happy; I am happy". Participate, I am happy; I exercise, I am happy; I am dedicated, I am happy; I enjoy, I am happy?. The company provides annual fixed activities: New Year's Day party, employee fun sports meeting, workers' song, "Speaking of civilization and establishing new trends" speech contest, ball game activity month and other large-scale activities, so that all employees have the opportunity to participate in the company's activities. , truly become a part of the construction of corporate culture, go deep into it, and experience the happiness and sense of belonging brought by the construction of corporate culture. Only then can employees find satisfaction and pride in the company!

4. Deepen the corporate culture Motivating and communicating to create a platform for employees to affirm themselves. Whether they are front-line employees or scientific researchers, they all need to treat each other with sincerity and affection. Enterprises need to establish a good incentive communication mechanism to give employees the opportunity to speak and dare to express their ideas. Enterprises should establish formal communication channels for employees to communicate and express their opinions through employee representative conferences, trade union membership conferences, year-end summary conferences, and commendation conferences. At the same time, they should also guide informal channels so that employees can express their opinions and encourage employees to express their opinions. Patterns stick in people’s minds. Optimize the processes and systems that are effectively related to the individual interests of employees, and ensure employees' understanding of management initiatives and participation in decision-making from three perspectives: pre-opinion solicitation, ongoing management discussions, and post-event decision-making and voting.

The process of employee participation in management is on the one hand a process for employee representatives to express their opinions, and at the same time it is also a process for employees to understand and accept the management plan. Participation is not the final say of employees, nor is it blind resistance of employees. It is about us taking into account the interests of all parties*** the same decision-making process. This not only helps employees deepen their self-affirmation, but more importantly, promotes harmonious employee relations in the company.

The establishment of enterprise employee relations is an important part of the harmonious and stable development of enterprises. Without harmonious employee relations, enterprise development is likely to decline. Most of the small and medium-sized private enterprises are small in scale. However, the relationship building between employees of such enterprises can be more flexible and not limited to the rules and regulations of large companies. Small and medium-sized private enterprises can combine their own characteristics, embody the core idea of ??"people-oriented", and establish the values ????of "mutual development, mutual improvement", and enterprise development will inevitably move towards a path of stable development.

References:

[1] Lu Xinxin. The role of human resource managers in building harmonious labor relations [J]. Modern Corporate Culture, 2010(11).

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[2] Zhang Jinlong. Approaches and methods of employee relationship management [J]. Development, 2009 (11).

[3] Feng Changsheng. A brief analysis of enterprise employee relationship management [J] . Enterprise Vitality, 2012(4): 40-43. Papers related to enterprise employee relationship management Part 2

"A brief discussion of employee relationship management in the mature stage of enterprises"

Abstract: In the enterprise In the entire life cycle, the maturity period is the golden period of the enterprise, but at this stage there are potential factors that are not conducive to the further development of the enterprise, such as: stratification of the workforce, reduced stability of front-line employees, etc., which requires enterprises to strengthen employee relationship maintenance. , by establishing and improving the employee representative meeting system, giving full play to the role of enterprise trade unions, establishing a corporate commitment mechanism, and implementing measures such as corporate culture management innovation to stabilize the workforce and enhance its cohesion and combat effectiveness.

Keywords: Employee relations in the mature stage of the enterprise, Commitment mechanism of large enterprises

1 Characteristics of employee relations in the mature stage of the enterprise

The mature period is the golden period of the enterprise life cycle During this period, the enterprise had a sound organizational structure, decentralized corporate leadership, and institutionalized and standardized internal management. After cultivating corporate culture in the founding and growth stages, it already had a certain cultural heritage. The workforce tends to mature, and corporate products and services have certain market competitiveness. This means that employee relationships in the mature stage of a company have different characteristics from those in the founding and growth stages.

1.1 The stratification phenomenon of the enterprise’s workforce is obvious

Affected by the organizational structure, as well as the differences in employees’ family background, growth experience, education level, etc., in the mature stage In enterprises, there are obvious stratification and grouping phenomena among various employee groups such as high-level, middle-level, and grass-roots. At the same level or within the same group, employees are mostly homogeneous, that is, similar work nature, similar management methods, and similar distribution system designs. Etc., there is a certain difference in status between superiors and subordinates. Due to standardized and procedural management, companies in the mature stage are highly principled and lack flexibility in dealing with people. There are layers of requests for instructions at work, and decision-making efficiency is low, resulting in companies adapting to the market. Insufficient adaptability has a negative impact on the development of the enterprise, which to a certain extent affects the motivation and creativity of employees.

1.2 There are instability factors in the front-line workforce

In mature enterprises, the nature of work determines that the labor of front-line employees has its own characteristics, that is, the labor is monotonous and repetitive. sex, rigidity and a certain degree of physical labor, thus affecting the interest and enthusiasm of employees, resulting in poor stability of front-line employees in mature enterprises. Under the combined effect of internal and external factors, a large number of front-line employees are prone to be lost, especially For employees with strong psychological expectations, due to the mature organizational structure and limited development channels, front-line employees have insufficient space for further promotion. The "ceiling" effect in the enterprise has caused the loyalty of front-line employees of enterprises in the mature period to the enterprise to be significantly lower than that in the growth period. This will directly affect the normal production and operation activities of the enterprise to a certain extent.

1.3 The influence of informal organizations is obvious

The so-called informal organizations are members of some groups in formal organizations due to similar nature of work, equivalent social status, consistent basic understanding of some things, and consistent views. They are basically the same, or have similar personalities and interests. Together they have formed some codes of conduct that are universally accepted and followed by their members, making the originally loose and randomly formed groups gradually move towards a fixed informal organizational form [ 1]. In mature enterprises, due to people's similar interests and hobbies, a large number of informal organizations are induced, and informal organizations have two sides. On the one hand, employees' values ????and formal organizations often conflict, which is not conducive to the company's instruction information uploading. Declaration will have a negative impact on the development of the enterprise; on the other hand, members of informal organizations have the same interests and hobbies. As long as the management method is scientific and the advantages of strong cohesion of informal organizations can be fully utilized, it will give Have a positive impact on the development of enterprises.

1.4 Differences in the design of enterprise incentive systems lead to differentiation of employee behavior

After the enterprise enters the mature stage, the enterprise management pays close attention to core talents, and various methods are used to attract and motivate high-level talents. Policies are being introduced one after another, which is necessary for enterprises to protect and attract key talents. However, due to the objective existence of differences in people's professional abilities, it will inevitably lead to differences in labor efficiency. Under the existing distribution system model, the differentiated incentive system adopted by enterprises , it is inevitable that differences in the design of incentive systems will lead to differences in employee behavior, causing non-core employees to lose confidence in the company's work. The contradiction between fairness and efficiency will become more prominent in the mature period. The protection of core talents must be implemented while taking into account the needs of ordinary employees. Meeting the material and spiritual needs of employees will be the focus and difficulty of implementing employee relationship management for mature companies.

1.5 The emergence of "large enterprise diseases" directly affects employee labor efficiency

The so-called "large enterprise diseases" refer to the changes in the corporate management organization and management after the enterprise develops to a certain scale. In terms of functions and other aspects, various crises occur unknowingly that hinder the continued development of enterprises, and it is a chronic syndrome that causes enterprises to gradually decline [2]. When an enterprise enters a mature stage, interpersonal relationships will become more and more complex, and more and more institutions will be established. Abnormal phenomena such as overstaffing, bloated institutions, power struggles, mutual suspicion, competition for interests, and shirk of responsibilities will appear, thus creating the foundation for harmonious interpersonal relationships. The construction brings certain difficulties, especially the multiple branches of government, which makes subordinates confused and reduces the cohesion of the enterprise, which seriously affects the development of the enterprise.

2 Maintenance of employee relationships in the growth period of an enterprise

People are the foundation of enterprise development. Building harmonious employee relations is an important task for enterprises in the mature period. In addition to the need to establish differentiated interest incentives Mechanism, implement classified management of employees, scientifically build effective communication channels, focus on corporate culture construction, implement the exploration and training of core talents, actively build employee relationship management mechanisms, build a learning enterprise platform, strengthen corporate culture construction and other ways, but also Based on the characteristics of mature enterprises, the following measures should be taken to maintain employee relations:

2.1 Establish and improve the employee representative conference system

The 16th National Congress of the Communist Party of China has put the development of social Socialist democratic politics and building a socialist political civilization have been identified as important goals for building a moderately prosperous society in an all-round way. Enterprises are the cells of the national economy. They should establish and improve the employee representative meeting system in enterprises. This is a political responsibility that enterprises must fulfill, and it is also an important strategy for enterprises to rely on employees for development. Caring about corporate development and protecting their own rights and interests are the psychological aspirations of corporate employees. For this reason, companies in the mature stage will face more intense market competition, and the "big company diseases" that affect the development of the company will gradually appear and spread, and various employee behaviors that are not conducive to corporate harmony will appear. At the same time, corporate decision-makers need to Hearing suggestions from different aspects to improve the scientificity and feasibility of decision-making, and establishing and improving the enterprise employee representative meeting system are of great practical significance to the enterprise, employees, and society.

2.2 Pay attention to the status and role of enterprise trade union organizations

Enterprise trade unions are employees’ own organizations, and it is the unshirkable responsibility of trade unions to protect the legitimate rights and interests of employees. Its status is conferred by the law, enjoyed and protected by the law. Strengthening the construction of enterprise trade unions is a requirement of the law, employees and enterprise development. The enterprise trade union must accept the leadership of the party, but the enterprise trade union is not the party organization itself, nor is it a working department of the party. It is not an affiliate of the administration, let alone a department, but a relatively independent group. It must carry out its work independently and responsibly. [3]. In the mature stage, enterprises need to highlight the status and role of trade unions. Its function is not only reflected in safeguarding the interests of employees, but also in the specific work of enterprise trade unions. Through the development of a series of activities, it can enrich employees' spiritual and cultural lives, spread corporate business philosophy, and promote Advanced culture can enhance the cohesion of enterprises and solve various problems in employee relationship management faced by enterprises in their mature stages.

2.3 Establish a corporate commitment mechanism

The so-called commitment refers to a promise to do something [4]. Meyer & Allen (1991) believe that organizational commitment is an emotional tendency of an individual towards the organization, as well as the recognition of the losses caused by leaving the organization and the moral responsibility towards the organization. And organizational commitment is divided into three dimensions: affective commitment (Affective Commitment), normative commitment (Normative Commitment), and continuance commitment (Continuance Commitment) [5]. The corporate commitment mechanism reflects the mutual dependence between the company and its employees on the premise of mutual trust, and is reflected in the responsibilities and obligations that should be assumed for each other. Companies in the mature stage establish and implement commitment mechanisms and can effectively fulfill them. Employees will be grateful to the company, which is conducive to cultivating employees' sense of loyalty to the company, and are willing to contribute ideas and efforts to the development of the company, enhancing their work enthusiasm and enthusiasm. Responsibility, in turn, employees' commitment to the company and its fulfillment will provide the company with more stable human resource support, ultimately forming a win-win situation for the company and its employees.

2.4 Corporate Culture Management Innovation

When a company enters a mature period, it means that the corporate culture is relatively mature and the values ??promoted by the company have been accepted by most employees. But this does not mean that the corporate culture construction has reached the final result. As the environment in which enterprises operate continues to change, people's concepts will also be affected by external environmental factors, causing fluctuations in employees' thinking. The original work enthusiasm and innovative spirit may diminish or even disappear.

Therefore, in the mature stage of the enterprise, it is necessary to change the corporate culture in a timely manner, always maintain the contemporary and innovative nature of the corporate culture, closely focus on the future development goals of the enterprise and the new needs of employee development, while consolidating the achievements of corporate culture construction. , learn from the cultural construction experience of other companies, continuously deepen the connotation of corporate culture construction, give full play to the influence of corporate culture in employee relationship management, and make the tree of corporate life evergreen.

References:

[1] Liu Ye, Qin Lina, Peng Jianxin. Analysis of the relationship between formal organizations and informal organizations. Science and Technology Progress and Countermeasures, 2002(2): 101.

[2] Huang Yunjie, Zhang Xiaomei, Liu Hui, Duan Xiaojie. A brief discussion on the occurrence and prevention strategies of large enterprise diseases. Yunnan Science and Technology Management [J]. 2011 (2): 22.

[3] Dou Kunquan, Liu Xingcai. On the status and role of trade unions in enterprises. Modern Economic Information [J], 2010(18): 46.

[4] Language Research, Chinese Academy of Social Sciences Dictionary Editorial Office. Modern Chinese Dictionary [M]. Beijing: The Commercial Press, 1980: 138.

[5] Xie Zhiheng, Li Quansheng. Dynamic management of employee organizational commitment: a trust-based perspective. Modern Management Science [J].2008(10): 102. Three papers related to enterprise employee relationship management

"Looking at employee relationship management of telecommunications enterprises from the perspective of employee turnover"

Abstract: A certain city In recent years, the loss of new employees in state-owned telecommunications enterprises has been serious. This article analyzes the current situation of employee relationship management in this enterprise. Especially focusing on the personality characteristics of new employees, we focus on analyzing the employee relationship management of new employees, and propose directions for improving the company's employee relationship management from aspects such as incentive plans, psychological contracts, and employee assistance plans.

Keywords: employee turnover; employee relations; new employees

CLC classification number: F272.27 Document identification code: A Article number: 1674-7712 (2013) 24-0000 -01

1. Current situation of employee turnover

Telecommunications companies are leaders in domestic communication technology and creators of advanced communication networks, especially in this information network era, so the Enterprises also have high requirements for talents. In terms of talent entry channels, they only select college graduates from key universities. Basically, campus recruitment is the only way for the company to select personnel.

From 2009 to 2012, the company’s annual turnover rate of new college graduates[1] averaged 59. Judging from the company's current staff turnover, most of those who voluntarily resigned are graduates with a bachelor's degree or above recruited since 2006.

Through exit interviews and targeted satisfaction surveys, the company found several main reasons for college students to leave: (1) The salary level is not competitive in the same industry; (2) The work pressure is high and the salary is The remuneration does not match the labor and value one has put in; (3) family reasons, mainly refers to male and female friends living in two places; (4) unsatisfactory working location, mainly refers to employees who work in the county branch and hope to find employment in the city ; (5) There is a large gap between working status and income reality and expectations, which is psychologically unacceptable.

The results of the company’s satisfaction survey show that if the external conditions of such employees allow, more people may choose to leave. The current situation revealed by the analysis of the reasons for resignation also sounded the alarm to the company's human resources managers. This type of employee relationship management must be improved and perfected as soon as possible. Otherwise, the company's long-term human resources strategy will be greatly affected, thereby affecting the company's overall competitiveness.

2. Employee relationship management problems and improvement directions presented by the resignation of college students in this company

Based on the above employee relationship management functions and the current common employee relationship management problems in Chinese enterprises, combined with the Analysis of the company's current situation of college student resignations and the unique characteristics of resigned personnel. I think the company's employee relationship management mainly has the following problems: (1) The current situation of employee relationship managers is not optimistic; (2) The incentive plan needs to be further improved; (3) ) should implement an Employee Assistance Program (EAP).

(1) Arrange employee relationship management personnel

Based on the requirement that the ratio of employee relationship management positions is 1000:1, the company, as a company with more than 1,000 employees, should set up an independent employee relationship management positions, but in fact, the company did not do so, which shows that the company does not pay enough attention to and have reasonable understanding of employee relationship management work. Let alone the improvement of professional skills of employee relations managers.

(2) Incentive plan

The psychological contract is constructed from a cycle of four aspects: employee needs, corporate motivation methods, employee self-positioning and corresponding work behaviors, and These four aspects have a rational decisive relationship. When a new employee is employed for the first time, he has high expectations for the company and a bright vision for his future. In fact, he and the company have already formed a psychological contract. As an old state-owned communications company, one of the aspects that attracts employees is its salary level. When the actual salary income is placed in front of new employees, this imbalance in the psychological contract leads to employee dissatisfaction.

Resigned employees are dissatisfied with the current salary level and believe that they lack competitiveness in the same industry. In fact, as a long-established state-owned enterprise in the communications industry, the overall income level of the company's employees is still very competitive, and their social status is also good. The income level of the company's employees should be above the middle level in the local area. As prices rise, the company is also increasing employee wages year by year. When employees complain about low income even though their salary is not low, it can only explain two problems: 1. Employees’ perception of salary is not high; 2. Employees feel that their efforts are not proportional to their income.

The first problem reflects that the company’s salary distribution model does not play an motivating role. According to the survey, the monthly cash disposable income of new employees of the company (after deducting insurance, provident fund, and personal income tax) is between 1,300 and 2,000 yuan, and the non-salary disposable income is between 1,200 and 2,000 yuan (inclusive). Housing provident fund, welfare, etc.). The company's monthly labor cost expenditure structure for employees shows that young employees' perception of monthly income is indeed not ideal, because except for salary disposable income, everything else is invisible and temporarily unavailable. Young employees who have just started working require a large amount of cash, not provident funds, to arrange basic living necessities, honor their parents and family, fall in love, get married, buy a house, and start a family. The company should set a reasonable labor cost expenditure structure based on the salary needs of young employees.

The second problem reflects the lack of sense of belonging caused by the imbalance of employees’ psychological contracts. The company is in a critical period of corporate transformation and faces a fierce corporate competition environment. Accordingly, the work pressure of employees has increased sharply in recent years, and employees often work overtime. It is indeed understandable for employees to feel that their efforts at work are not proportional to their income. However, why are new employees who have chosen to resign in recent years, while old employees have no impact at all? This shows that new employees do not have a strong sense of belonging to the company.

(3) Employee Assistance Program

Employee Assistance Programs (EAP, Employee Assistance Programs), also known as employee care, are a set of systematic and long-term benefits set up by enterprises for employees. and support projects, whose main focus is to help employees solve various psychological and behavioral problems. The purpose is to relieve employees' work pressure, provide employees with preventive consulting services to help them solve their difficulties, and reflect the company's humanistic care for employees, and then Improve work efficiency, employee satisfaction and sense of belonging.

In this company, the employee assistance plan has not been implemented, let alone systematic, planned, and targeted. The only employee care programs are basically focused on health examinations, some recreational activities organized by the labor union, and a very small number of social activities organized by the league organization. These activities are all traditional, and there is no targeted, systematic and planned introduction of new projects for the new era, new employees, and new problems. For example, in the current fierce competition environment, employees are under great pressure, and there are no effective solutions to the psychological and emotional problems that arise. When new employees face complex interpersonal relationships and cannot handle them properly, there is no one they can turn to. Channels for help; when employees encounter difficulties in life, the company cannot detect them in time and provide effective help; it cannot provide employees with convenient and equal ways to reduce stress and entertainment, etc.

For the current special period when the company is facing a high turnover rate of new employees, it should set up a special new employee assistance team for new employees, set up special assistance funds, and pass satisfaction surveys, etc. In order to understand the existing difficulties and needs of new employees, we formulate different employee assistance plans every year to provide one-on-one assistance and solve practical problems. The employee assistance plan should allow new employees to truly feel the care given by the company, and create a harmonious, positive, equal, and free working atmosphere for new employees, so that they can trust and rely on the company whether in life or work. , thus truly cultivating their sense of belonging to the company.

References:

[1] Jing Yanan. A brief analysis of employee relationship management in enterprises [J]. Cooperative Economy and Technology, 2012(10).

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