Analysis of Four Reasons for Employees' Job-hopping

Analysis of Four Reasons for Employees' Job-hopping

This paper analyzes four reasons for employees' job-hopping. The value of the first position has not been evaluated and there is no basis for fair distribution. The determination of the second salary is not based on ability and performance. Now, let's look at four reasons why employees quit.

Analysis of Four Reasons for Employees' Job-hopping 1 When designing salary, four basic principles should be followed: competitiveness, legality, motivation and fairness.

Regarding the other three aspects of salary, everyone pays more attention to this aspect, but the inherent fairness in salary fairness is often ignored by everyone. The above cases illustrate this point well.

Fairness is the basic requirement of salary system. A reasonable salary system must be fair first, and only fair salary is incentive salary.

The so-called fairness refers to employees' fair and just views or perceptions of the enterprise's salary system and management process. This fairness involves the comparison between the salary of employees and the salary of the external labor market, as well as the salary level of employees in different positions and similar positions within the enterprise.

In terms of pay equity, employees not only pay attention to the absolute level of pay-external competitiveness of pay, but also pay attention to the relative level of pay-internal equity.

The comparison between employees' own salary and external labor market salary is easier to reflect, while the relative fairness between different positions in an enterprise is not easy to reflect, and this inherent unfairness is often easily ignored by enterprise managers. However, this kind of internal unfairness hurts employees the most.

"From the perspective of factors affecting enterprise performance, internal fairness is more important than external competitiveness. Therefore, only when this difference is reflected in the formulation of salary can we form effective incentives for employees.

From the above analysis, we know that the inherent unfairness of salary will bring great problems. But what is the reason for the unfairness within the salary?

Through the in-depth investigation of enterprises, it is found that the main reasons for the internal unfairness of enterprise compensation are as follows:

1, the location value has not been evaluated, and there is no basis for fair distribution.

This situation exists in many enterprises, especially state-owned enterprises and small and medium-sized enterprises with irregular management. Position value is the basis of designing enterprise salary.

If there is no scientific post value evaluation, it is impossible to establish a fair distribution system. In the process of consultation, we even saw the same strange phenomenon. The kindergarten director of an automobile group and the marketing director of the group are paid.

Asked why, the answer turned out to be: they are the same level! If the position value is not clearly defined, it will cause a series of major problems such as unfair evaluation and unfair distribution, which will affect employee morale and organizational cohesion, thus resulting in the loss of employees in the company.

2, the determination of salary is not based on ability and performance.

In the current salary design, the proportion of performance pay in the whole salary is increasing. In this way, those employees with lower positions can get higher performance pay by getting higher performance, thus improving the salary level.

On the other hand, if the company's salary is based on the improvement of employees' ability, then employees can improve their salary by improving their ability. If the determination of salary is not based on ability and performance, the salary of employees will become extremely rigid and cannot well reflect the incentive effect of salary.

The performance difference and ability difference of employees can not be reflected by salary, so it can not reflect the inherent fairness of salary. If this phenomenon is not solved for a long time, employees with high ability and good performance will vote with their feet and leave the company.

3. There is no reasonable salary system and salary negotiation.

This situation is particularly common in small and medium-sized private enterprises. In this kind of enterprises, because the company does not have a reasonable salary, the salary of employees who have just entered a higher level is often decided by the company boss himself.

The negotiating ability and the urgency of the vacant position determine the actual salary of this position. In this way, it is difficult to maintain the consistency of employee compensation system, which leads to the confusion of employee compensation standards within enterprises.

Another more serious consequence is that most employees negotiate wages and often appear in the same position. The salary of new employees is higher than that of old employees, which has a great influence on old employees and reduces the internal fairness of salary.

4. Lack of career development channels, resulting in a single salary increase channel.

Because the company has not established a multi-channel career development path, as a result, everyone is crowded to manage this wooden bridge. If you can't be promoted to a management position, your salary and bonus can only be maintained at a fixed level and cannot be improved. However, management positions are limited after all, and more are professional positions.

Therefore, in order to increase their income, employees are keeping an eye on management positions, hoping that they can squeeze through the management wooden bridge. An employee's professional ability has been greatly improved, but if he can't cross the bridge of management, he can't get a high salary, which leads to unfairness within the salary and will bring great harm to employees, especially key technicians. In the long run, it will inevitably lead to a large employee turnover rate, which is a kind of damage to the organization.

Analysis of Four Reasons for Employees' Job-hopping 2. How can catering enterprises get out of the dilemma of "it is difficult to recruit and retain people"

The first is the cause of the problem of "it is difficult to recruit and retain people"

There are many reasons for serious "human problems" in the hotel industry, especially in the position of waiters, but the fundamental reasons can be summarized as follows:

The first reason: the concept deviation leads to "the number of people entering the business is decreasing day by day", and the number of people traveling is increasing year by year.

(1) "Poor hotel service-there is still a big market for old ideas.

(2) "Hotel waiters are all poor students-the wrong mentality makes college students disdain the position of hotel waiter.

(3) "Hotel service is what girls do-one-sided understanding will shut out many excellent hotel service talents.

(4) "Being a hotel service can only be a meal of youth-wrong consciousness excludes a large number of hotel service human resources.

The second reason: the salary is relatively low, and it is difficult to attract outstanding talents because of the lack of scientific salary management system.

(1) The salary level between industries and regions is unbalanced, and there is a general lack of a scientific salary promotion system, which leads many job seekers to stay away from the hotel industry.

(2) Lack of welfare and worries makes hotel employees unable to work with peace of mind.

The third reason: the intensity of work makes it unbearable for modern young people with superior life to stay away from the hotel industry.

Reason 4: The boredom, loneliness and loneliness of work make young people lose their attachment to the hotel industry.

Reason five: the future is bleak, and I don't know where the road to personal growth is.

Second, solve the problem of "it is difficult to recruit and retain people"

Method 1: fully respect, give titles and powers, and let the waiters work proudly.

Method 2: Give full play to the role of employee files, give care and help, and make the waiter feel homesick.

Method 3: keep pace with the times, give treatment and incentives, and let the waiters surpass them in passion.

Method 4: Take precautions, give training and promotion, and let employees stay in the promotion position.

Method 5: Plan career for employees, give opportunities and platforms, and finally rely on career to retain people.

Causes and countermeasures of frequent job-hopping of talents in logistics industry

The logistics industry has a high turnover rate, and some experts say that the logistics talent gap in China cannot be improved in the next 5-7 years. With the rapid development of logistics industry today, the lack of middle and low-level personnel may be fatal to logistics enterprises. According to the analysis of career planning experts,

The high job-hopping rate in the logistics industry is mainly caused by the lack of career planning for employees, which is generally caused by mistakes in the following three links:

First, the job analysis is not clear. When recruiting, enterprises often do not do enough in-depth job analysis on logistics talents, and job descriptions are always ambiguous. For example, many enterprises simply define the responsibilities of logistics talents as lowering prices and reducing costs. This low-price strategy is bound to form a vicious circle at the expense of low-standard service, which is not conducive to the logistics talents to play their own subjective initiative.

Second, the incentive mechanism is not perfect. In terms of salary, the average salary of logistics talents is too low, which forms an obvious gap with foreign countries, which is the direct factor causing the brain drain. At the same time, enterprises do not pay enough attention to personal career planning, and fail to provide good development, training and promotion space for employees.

In addition, the lack of sound performance evaluation standards for enterprises is also one of the reasons that cannot be ignored. Chinese enterprises often fall into the misunderstanding of performance, and it is narrow to evaluate employees by simply reducing costs.

Third, there is a lack of communication between departments. Because logistics is a relatively new concept, executives of some domestic companies often refuse to delegate their power to logistics talents.

However, logistics runs through procurement, production, sales and other fields, while traditional enterprises are mostly divided into departments, and the procurement department and sales department are fragmented, which brings great inconvenience to the work of logistics managers. They often have functional conflicts with the original department managers, giving the impression that grass-roots employees are in charge of many things.

Career planning experts believe that in order to change the imbalance of the existing logistics talent structure, enterprises should change from "control" to "learning" and integrate employees' personal career planning into the cultural strategy of enterprises.

Seven measures for garment enterprises to recruit and retain people

Recently, Apollo (a pseudonym), general manager of a garment processing enterprise in Hangzhou, complained to reporters: "The recruitment gap in our factory is nearly 70%, and the wages of lathe workers are as high as 4,000 yuan, so we can't recruit people.

Chen Yumin, another clothing boss, said that at present, ordinary machinists earn more than 2,000 yuan a month, while skilled machinists earn an average of about 3,500 yuan a month for five years. Many people can get five or six thousand yuan.

According to the information from Zhejiang Economic and Information Committee, from June 5438 to May this year, the average monthly salary of industrial employees above designated size in the province reached 2 1 15.8 yuan, up 16.7% year-on-year.

However, what worries clothing enterprises is that even if the wages are high, they may not be able to recruit workers.

Behind this wave of salary increase is a true reflection of the changes in China's population structure and economic structure.

First, structural contradictions are prominent. On the one hand, many college students can't find jobs; On the other hand, industrial skilled workers are scarce, and jobs that require great efforts do not recruit migrant workers. This is the result of the decline of birth rate since 1987 and the expansion of colleges and universities since 1997.

Second, during the economic crisis, the mainland's economy developed rapidly, the garment industry gradually shifted, there were more and more garment enterprises in the mainland, the welfare was moderate, and they were close to home. Most garment technicians preferred to stay in their hometown for development.

Third, garment enterprises have extended working hours, increased labor intensity, poor working environment, no air conditioning in summer, lack of humanization in enterprise management, no sense of security and belonging, and employees think their returns are disproportionate.

Fourth, the promulgation of the national labor law has caused great pressure on enterprises, and the legal awareness of employees has been continuously enhanced, paying more attention to the recruitment benefits of enterprises.

Fifth, the cost of living in coastal areas is getting higher and higher under the pressure of inflation. A netizen in Shenzhen calculated an account. Take the monthly salary of 2,000 yuan as an example, you also need 500 yuan to rent a farmer's house. Including transportation, meals and other expenses, more than half of a month's salary went, which is no better than that in second-and third-tier cities.

There are indications that cheap labor, an important factor supporting China's rapid economic growth in the past decade, has reached a critical turning point in supply and demand.

solution

In order to alleviate the employment gap during the Spring Festival, enterprises can be described as "eight immortals crossing the sea, each showing its magical powers". The editor summarizes it here for the reference of enterprises.

Salary increase: This is the most common and basic move. Many small and medium-sized private enterprises and private enterprises have encountered the dilemma of difficult employment, and the only way is to raise labor wages again and again. Yang Jingli, from the personnel department of a garment factory in Hangzhou, said, "For example, our company will give out year-end bonus, seniority bonus and an extra month's salary at the end of the year. There are many old employees in our factory who have worked for more than ten years, and the year-end bonus and salary can get about 10 thousand.

Using "odd jobs: giving money every day can save wages and other welfare expenses at rest, which is the most cost-saving rule for small business owners." But it has no reference value for larger enterprises.

Price increase: Another way to deal with salary increase is to spread the cost into the product price. The phenomenon of price increase after wage increase is equally eye-catching at present. However, consumers may not buy it.

Emotional card: People nowadays pay attention to humanized management, so this trick is also widely used and the effect is good. Buying train tickets for employees is an old trick, not new.

Xu, executive vice president of Xiaoshan Hengli Garment Co., Ltd., said that in order to retain workers, the company will send cakes to every worker on his birthday; For the post-80s and post-90s young employees, young workers are invited to watch three star concerts in a row before being left behind.

The owner of a clothing factory in Wujiang sends text messages to workers on holidays. Usually, if anyone is sick, the boss not only asks them to take time off, but also asks the workers to accompany them to see a doctor. In recent years, old workers rarely resign.

"Matchmaking Agency: This trick is a" killer "offered by the owner of a clothing factory in Xingang Town, Changshu City. The vast majority of textile and garment factories are women workers, and the average age of skilled women workers is about 23 years old. Many people will take advantage of the Spring Festival to go home to find someone, never to return. When recruiting people, the boss pays great attention to the balance between male and female workers in different projects, creating opportunities for young men and women from other places to take root and retain people.

Moving in: Foxconn, which triggered the jump, started construction in Zhengzhou in August this year. Taking a fancy to Henan's rich and cheap human resources may be an important reason for them to turn to the mainland. However, clothing enterprises may not be able to follow suit. Without a mature supporting industrial chain, the extra cost after moving in may not offset the labor cost.

Building a system: In order to fundamentally solve the employment problem, a perfect human resources system is essential.

Establish and improve the recruitment system. Develop some recruitment processes and standards. In particular, it is necessary to formulate a more competitive salary system, constantly improve the treatment of employees, slightly higher than other enterprises in the same enterprise, so that employees have a greater sense of accomplishment.

When building a technical leadership team, enterprises should pay special attention to the supervisors and masters of each workshop and train them to become the backbone of the company team. From the management point of view, the supervisor has at least 10 subordinates, so it is particularly important to cultivate the management ability of the supervisor, and more incentive measures can be formulated.

Establish long-term cooperation in key labor exporting provinces across the country, such as asking employees' families to help recruit people and recommending them by employees.

Make a long-term effective and feasible training plan, and do a good job of training before the arrival period, including corporate culture, corporate development vision, job responsibilities, company system, product knowledge and skills, etc. Establish employee work training plan.

After employees are full-fledged, they should make a full-fledged training plan, constantly improve their work skills and grow in learning.

Constantly enrich corporate culture, introduce CI, VI and SI strategic management systems, such as offices, studios, restaurants, bulletin boards, newspapers and periodicals, and establish reading rooms to publicize corporate culture.

Establish an employee counseling center, care for employees and do psychological counseling.

Establish and improve the company's meeting management system, do a good job in the morning meeting and evening party every day, and constantly improve work efficiency and employee mood through meetings.

Material aspect: continuously increase employees' income, improve employees' eating and living conditions and improve their living conditions. Accommodation subsidy measures, formulate management measures for old employee subsidies, establish employee care fund, and establish employee children education fund.

System: The system should be reasonable, fair and equal, and enterprise leaders should set an example, consciously abide by it and take the lead, so that every employee can know the company's management system. If the system has constraints, it also needs incentives. If there is a penalty, there will be a prize, and rewards and punishments will be announced.

Spiritual aspect: leaders care more about and praise grass-roots employees, be approachable, praise more in public and criticize less. In particular, don't be criticized by the public, shake hands with employees more, and accompany employees to eat more on holidays.

The electronics industry has the highest turnover rate of general workers.

"What enterprises lack most is general workers, and the turnover rate of general workers is the largest. There are hundreds of employees in our company who haven't come back after the holiday. Mr. Xie of an electronics company told the reporter that it is necessary to encourage old employees to introduce new employee rewards, so as to ensure a steady increase in wages, strengthen the ideological skills training of employees and enrich corporate cultural life. In order to cope with the labor shortage, enterprises do everything possible to retain old employees and attract new employees.

Enterprises suffering from labor shortage abound. A mould company in Jinding offered a monthly salary of 2,800 yuan to recruit first-line skilled workers, but it was difficult to attract the attention of young job seekers because of the dirty and tired position. However, due to the shortage of manpower, some enterprises started less than 70%, and even the staff of the management department had to go to the production line to help.

The new generation of labor force is obviously different from their parents' labor force, eager to be respected and pursuing high salary.

With the industrial transfer in the east and the rise of the central and western regions, the salary advantage in the Pearl River Delta is no longer obvious, and more and more migrant workers choose to stay in their hometown.

At the same time, the new generation of migrant workers have more hopes and demands for the future, which also highlights the problem of labor shortage in enterprises in our city in the past two years. It is understood that the labor market in our city is showing the contradiction between structural changes in labor demand and relatively insufficient supply and structural lack of work.

Enterprises with high salary and good working environment can retain people.

Nowadays, more and more "post-80 s" and "post-90 s" new generation workers have gradually become the main body. They are very different from their predecessors. They have flocked to the city, looking for not only food and clothing, but also more gains. "The new generation of migrant workers are smart, highly educated and get started quickly. I like to be recognized, respected and praised. I want to be concerned, but I also want to be fashionable and cool.

Chen Yuanfeng, director of the human resources department of Nastar, said that because the new generation of migrant workers have no long-term plans and goals for the future, they just want to live a good life today, which makes them have higher requirements for the working environment and wages, and they leave if they are slightly dissatisfied, resulting in a high turnover rate of general workers in enterprises.

Gan Yongfeng, the municipal human resources center, said that from the situation reflected in the labor market, it is not worrying to recruit people with famous brands, high salaries and good working environment. At present, the most serious shortage of jobs is manufacturing, electronics and service industries. "It is not easy for young migrant workers to find jobs now. No matter where they are, low-end industries with long working hours and low wages are not enough to attract them. Enterprise labor security system, management system and enterprise cultural life can't keep up, and they can't keep people.

Migrant workers returning from the rapid economic development in the mainland

Gan Yongfeng said that the essence of the current labor shortage is the structural dislocation of the human resources market to varying degrees and the shortage of professional and technical talents. Some new generation of migrant workers have not specifically weighed their actual situation and blindly pursued high salaries, which has also aggravated the structural labor shortage, making it difficult for enterprises to recruit people and job seekers to find jobs.

Gan Yongfeng said that another reason for the labor shortage is that with the sustained economic recovery, the demand for employment in enterprises has risen rapidly. For example, during the financial crisis in 2009, when the rework tide came, only 60 enterprises were recruited and more than 1000 jobs were provided. There are nearly 200 enterprises this year, providing more than 6,000 jobs.

In addition, with the industrial transfer in the east and the rise of the central and western regions, employment opportunities and salaries in labor exporting provinces such as Jiangxi, Anhui and Henan have improved, and more and more migrant workers "choose to work at home when they return home".

For example, the salary of Shangrao garment enterprises in Jiangxi is between1.500-3,000 yuan, and the basic salary given by some enterprises in the Yangtze River Delta has reached 1.700 yuan. The advantage of salary level in Pearl River Delta is not obvious, and it is no longer competitive. In addition, the cost of living in our city is generally high, making it less attractive to foreign job seekers. Many migrant workers do not return to Zhuhai. "The jobs and benefits provided by traditional manufacturing industries are not enough to attract migrant workers to leave their homes. This will be another major driving force for the transformation and upgrading of coastal low-end manufacturing industries.

Multiple viewpoints

Enterprises must take stabilizing old employees as the leading factor, and at the same time supplement the employment gap by bringing new employees with old employees. If an enterprise can't keep its employees, it is necessary to reflect on its own problems, whether it is low labor remuneration or poor working environment, so as to give employees a sense of pride and belonging and attract employees to stay for a long time. As a government department and a responsible enterprise, we should give migrant workers a long-term career plan so that they can have a relatively predictable future.

20 1 1, the peak of job-hopping in the downturn of the real estate industry is advanced.

One of the by-products of the downturn in the property market is the year-end bonus that the marketing staff has shrunk seriously. The direct impact of the shrinking year-end bonus is the advance of the job-hopping peak.

"The phenomenon of job-hopping in previous years was mostly concentrated in June 5438+ 10, or after the Spring Festival, because everyone had to leave when they got a lot of year-end awards. However, at present, many CEOs in charge of marketing have left their jobs, and the job-hopping rate is higher than at the end of last year. A senior executive of a real estate agency in Shanghai said yesterday.

It is also a problem for housing enterprises to retain outstanding talents.

Behind the job-hopping of middle and high-rise housing enterprises, there are more or less internal reasons such as corporate strategic shift, development layout adjustment and employee incentive mechanism.

"We are joking ourselves, saying that we will soon become the Whampoa Military Academy in the real estate industry. The internal staff of a brand real estate enterprise in Hangzhou said that since the beginning of this year, the company's middle and senior management personnel have both made progress and developed. " For those who go out, the boss is also anxious, but it is no use worrying. In the past two years, the market has changed greatly. If enterprises want to develop and individuals want to develop, they must always let people go. Sometimes it's not just about money.

Almost since 2009, we have begun to hear the news of more and more frequent job-hopping among middle and high-level housing enterprises. It is normal for enterprises to grow and go public, and personnel changes are also normal. Both small and large enterprises are competing for talents. Yu Liang, president of Vanke, has publicly stated: "At present, the management mode of the real estate industry is still very extensive. If Vanke wants to keep ahead of the market growth, the first thing it faces is the challenge of talents. Simple internal training methods can not fully adapt to the changes in the development situation.

What can real estate enterprises do to keep the hearts of new employees?

"No one in the enterprise" means "stop", and all things in the enterprise are done by people. Effective staff turnover rate is conducive to maintaining the vitality of the company. At present, the business community chants "retaining people", often retaining old employees, but ignoring the concern for new employees.

A boss complained to me: the staff recruited by our human resources department left in a few days. I recruited a little better, but it didn't last long. What's wrong?

In the process of recruiting people, the human resources department will use various channels, such as recruitment website, talent market, campus recruitment, headhunting and so on. In order to recruit suitable employees, it often takes a lot of time and energy to recruit a suitable candidate. In a few days, the human resources department will resign, and the "previous" work will be wasted, and the dumb will have to recruit new people.

The high turnover frequency of new employees makes the direct and indirect costs of recruitment rise, which also affects the normal work of enterprises.

After new employees enter the company, there is usually a "232 principle", that is, two weeks, three months and two years after employees enter the company are usually the period with the highest turnover rate.

Resignation within two weeks is usually a cheating behavior of the company in some aspects; Resignation in three months usually means promised salary, benefits, opportunities, positions, etc. Not realized; The reason for leaving after two years is usually to have a platform for development, but there is no corresponding opportunity. If the enterprise can grasp these three time periods, it will greatly reduce the employee turnover rate.

Then, taking real estate enterprises as an example, how should we grasp these three time periods to retain outstanding real estate talents? According to years of experience, Zhou Yuping summed up four elements for the reference of real estate recruitment enterprises:

First, the recruitment process attracts talents.

Zhou Yuping believes that the recruitment process is actually a process of retaining people, and retaining people begins with recruitment. The future competition will be the competition of talents. While companies choose talents, talents are also choosing companies. The human resources department often wonders why I informed 20 applicants and only 5 people came in the end. Why did you inform three people to enter the second interview and finally 1 people didn't come? How to retain these real estate job seekers?

For candidates, the recruitment process is a window for candidates to know the company and understand the company. Excellent talents sometimes pay more attention to the recruitment process than the job itself. From the moment the company sent out the recruitment information, he was already choosing whether to continue the interview or join the real estate company.

Before the interview: inform the time, place and contact person of the interview to be specific.

A student related his experience. He applied for the position of construction engineer in a real estate company, and received an email from this company with only one sentence: "Please come to our company for an interview before the 8th." The trainee said, I generally don't consider such a company because I don't have a specific time, place, contact information, contact person, etc. Although there is only one sentence, it actually shows that the company is small in scale and the system is not perfect.

In addition to the specific content of the notice, preparation is the prerequisite for the success of the interview. If your preparation fails, it is for failure. Before the interview, you should also make the following preparations:

1。 Choose a special meeting room.

2。 Put on the resume of the applicant and try to make the interview place easier.

3。 Interview supervisor's business card

4。 Interview record book

5。 It's best not to ring your cell phone or phone, and don't go in and out of the interview site at will.

During the interview: the interviewer should have the same caliber to avoid the feeling of being cheated.

A friend once applied for the position of training manager in a real estate company. In the initial test, the recruiter said that the company currently has nearly 70 branches with more than 65,438+00,000 employees. The job of the training manager is mainly responsible for the induction training, on-the-job training and promotion training of all employees in the company. After entering the second interview, the personnel manager came for an interview. The other party said that the company has 16 branches, with a total of more than 2,000 enterprises. The training manager is not responsible for training.

He thought: two people disagree, even how many branches there are, and they don't know what kind of people to recruit. I feel a little deceptive, wasting time and energy. If I had known this, I wouldn't have come.

After the interview: let the candidate know what he is doing.

At the end of the interview, many interview supervisors will say, "Let's call it a day. Go back and wait for the news. " When will it be?

A day, a week, or a month? Many times the interview supervisor will encounter this situation, but when the candidate is told to interview again or go to work, he has already worked in another company. At the end of the interview, candidates should know that the next interview will be notified in three days or two weeks. "

Second, the new employee training to retain talent

Don't assume that your new employee knows everything. You must let him know the company in an effective way. The training of new employees is an important channel for new employees to know and understand the company, and it is also a good way to keep their hearts.

At present, most companies don't pay attention to the training of new employees. Some companies have begun to pay attention to the training of new employees, but they don't know where to start, just going through the motions. Successful new employee training can shorten the running-in period, let employees enter the work role in a short time, and constantly adjust their status to adapt to the new environment.

Successful new employee training can start from the following points:

1。 Give a comprehensive introduction to the business content of the industry and the company.

2。 Introduction of the company's products and services.

3。 corporate culture

4。 Company history

5。 The prospect and development direction of the company

6。 Explain the company's management policies and systems.