120% turnover rate, do you want to carry this pot of HR?

As one of the companies that pay special attention to human resources in China, Alibaba has also taken many detours in personnel flow. Former CEO Wei Zhe asked Ali Human Resources Department in 2005 and 2006:

What is the turnover rate of our engineers and salesmen?

Turnover rate 10%.

Oh, it's amazing! Sales staff and engineers are both posts with a particularly high turnover rate, only 10%.

No, no, I didn't make it clear just now. One month is 10%.

Oh, that annualization is 120%, which is equivalent to changing people once a year. ......

With the post-90s gradually becoming the main force in the workplace, the scene of changing people for small and medium-sized enterprises every year is no longer a paragraph. There is a story circulating on the Internet: A boss saw one of his employees doing well, and then rewarded his employees with 5,000 yuan, which is 60% of the monthly salary. However, the employees were not particularly happy after listening to it, just saying that it was not as much as the pocket money my dad gave me. Although this is a joke on the internet, we can look back at our company. The actual situation is similar. Many post-90s employees are well-off and want to achieve something because of money. At this time, our HR is also recruiting with the thinking of matching people and posts and matching people and enterprises. I think it is inevitable that the turnover rate will remain high!

What's more, the external environment is unpredictable, and the company's business, processes and systems are constantly being explored and improved. It is normal for a company to have many jobs and functions. Team members are constantly changing, and the boss's ideas are changing every day, so it is difficult to unify the corporate culture. At this time, human resources are closely matched in recruitment, and the matching between people and enterprises is often exaggerated, which makes new members feel cheated and it is inevitable to leave.

Through the analysis of some resignation cases, the author summarizes the following methods to improve the recruitment effect and reduce the resignation rate:

First, invite the supervisor to participate in the candidate exchange, so that each person in charge can match the employee.

According to the statistics of relevant institutions, the high turnover rate has nothing to do with low salary or high work pressure, but the maladjustment of the direct boss. The "eight-character" disharmony between employees and direct supervisors leads to the following results: the supervisor feels that employees have poor ability, poor execution, poor teamwork, do not accept work arrangements, and their final performance is not up to standard; Employees feel that the supervisor is biased against them, and the arrangement of work is unreasonable, and they have resentment against the supervisor, which is easy to produce contradictions. This result is self-evident. Therefore, we need to promote the participation of supervisors in recruitment to ensure that new members will not be dissatisfied with supervisors.

Second, analyze the prospect of the industry, tell the company frankly, establish a big boss pattern, and let the candidates have confidence in the boss and the enterprise.

Many HR expect to give candidates more than expected salary during the recruitment process, which is really attractive to candidates. Our analysis shows that when a candidate expects a salary of 65,438+0,000, his performance is only worth 8,000. The lower the expectation, the lower the value may be. From this perspective, we should get talents from people with high expectations. Just like Ali introduced Cai Chongxin, Guan and others, not because of salary, but because he believed in the boss, the team and the industry. For high-end talents, HR should have its own thinking about the industry, be able to incite the boss to join the exchange, coordinate the gap between the boss and the applicant, and establish the applicant's trust in the boss, confidence in the company and desire for the industry.

Third, recruiters should keep a low profile, communicate on an equal footing, and ask for advice modestly, so that candidates can share the same frequency with the company.

I once talked with a senior colleague. He went to a company to apply for the director of human resources. He communicates with a new graduate. During the communication, he asked some questions about the company's operation, and the receptionist showed impatience, and then … of course not. The person I met later wanted to go to the company, and he directly said that the company could not do it and would not go.

The person in charge of recruitment is the facade and word-of-mouth builder of a company in the human resources market. The attitude in the whole recruitment process often determines the applicant's first impression of the company. Patient and professional reception will make candidates have confidence in the company and have a sense of identity with the company. Even if the current company cooperation fails, it will play a role in the subsequent leisure scenes.

In fact, the recruitment process is not only to fill the hole for the enterprise and gain business ability, but also to establish a brand for the company in the human resources market and establish a relationship with the candidates, so that the candidates are full of confidence in the company. This kind of recruitment is successful even if the right person is not found in time.

The author introduces:

Person in charge of human resources in a medium-sized enterprise

Explorers of human resource management theory

After nine years of research and development, Huawei has a deep understanding of Huawei culture.

Practitioner of three-dimensional five-force model of oilfield