How to bring cainiao employees

Why is the turnover rate of new recruits High? Li chongling, general manager of Wanbao Chinese resources consultant, analyzed the internal thrust of the company and the external tension of the environment.

When a new employee enters a new environment and is unfamiliar with the organization personnel and culture, the new employee will be "Pushed" out of the organization. If the new employee gets the job, once concentrated on the recruitment of various companies, invitations from other companies may also "pull" new people.

Therefore, to retain talent, enterprises must start their work in the interview phase. The interview supervisor should not only give a friendly and professional impression to the new employee, but also clearly and sincerely express the company's culture and vision, and confirm that the expectations of the applicants are consistent with the needs of the company.

Before a new employee reports to Alibaba Cloud, large enterprises usually give reference to the company's data, training course time, and even the work of the CEO, minimize his uncertainty. 「 It's like opening a knife in a hospital. If the doctor explains the procedure before going to the surgical platform, you will be more comfortable, 」 Li chongling said.

Two days before the arrival of a new employee, the key period for determining his view of the company. On the first day of work, there would be no computer on the desk, or a computer with no password or email box. There would be incomplete stationery and no printed business cards, such an organization will inevitably give a lack of efficiency.

In the first two weeks, the most important task for newcomers is to understand the company rather than the business performance. Therefore, new people will have a lot of training courses at the beginning to learn about corporate culture. However, it is best to make up 50% of the course time and the actual business time. Otherwise, the new employee may have an empty gap between theory and practice, and there may be insufficient opportunities for interaction with colleagues in the Department.

Although many enterprises arrange training courses for new people, Li chongling believes that the attitude of direct supervisors is the most influential for new people to stay.

Two weeks before registration: daily10Minute interaction and conversation

Li chongling pointed out that at the beginning, the supervisor's work schedule should be best matched with the new trainee course time. In their spare time, the supervisor can bring new people to see customers, take trainees from other departments, or attend secondary meetings.

When participating in the meeting, the supervisor can first explain the significance and functions of the Meeting, and introduce important attendees so that new people can participate in the actual operation of the company and improve their sense of presence. After the meeting, the supervisor can ask the new employee, "what do you think of the meeting just now ?」 Here, I would like to learn his thoughts and degree from the answers of the new employee. The supervisor can also add some suggestions later.

Li chongling stressed that the supervisor should not allow the newcomers to meet other departments on their own. Inevitably, there will always be some colleagues in the company, who have two faces in front of the supervisor and in private. They may show the faces of new people who have been listed, or seize the opportunity to publicize the gossip of the company, this has caused a great cultural impact on new people. On the contrary, new people who have been officially introduced by the supervisor are more likely to be respected. If someone makes inappropriate remarks, the supervisor can also stop it in real time.

The most important thing is that the supervisor should have at least 10 minutes of conversations with the new employee every day before getting off work in the first two weeks of the new employee's registration. He can easily ask the new employee what problems he has encountered today? Is there anything I don't understand? Li chongling believes that a new employee is usually nervous and does not take the initiative to ask questions. The supervisor must take the initiative to discover the problems he may encounter and always remind the new employee to speak out when something happens, the supervisor will support it. Lead by example is often the best model for new people to learn corporate culture.

The purpose of the daily review is to relieve the new person's doubts in real time. If a new person leaves work with doubts every day, his mind may not be able to load after one week.

The ideal daily review is to invite people who interact with new people on the day. The three people talk about each day and ask new people what they have learned from this colleague? What advice does this colleague have for newcomers? Highlight the "open and honest" corporate culture. If the supervisor only asks the new employee about the feeling of a colleague in private, it is difficult to avoid suspicion of small groups.

Establishing a partner system: give full play to the functions of Enterprise instructor Zhang

In addition to being personally led by the supervisor, some companies will also have some senior colleagues as "buddy" (Partners) of new colleagues ). This kind of interaction without direct power relationships puts less pressure on new people to ask questions, just like the "Mr Zhang" in the company. These Buddy must be familiar with the company's system and culture, and be enthusiastic about answering all the questions of the new person, so that the new person may get the wrong answer instead of asking the wrong person.

Li chongling believes that in addition to the preceding leadership skills, the new employee does not need to be overly protected. The supervisor can also see his adaptability and interpersonal skills. If corporate culture was originally advertised, buddy could take the opportunity to explain when new people are accused. This is the corporate culture of direct communication, and everything is right for people.

The first task for a new employee should be clear and have simple goals, so as to cultivate his sense of accomplishment and self-confidence. In addition, because the newcomers are not familiar with the Industrial Dynamics, if the direction of the tasks assigned by the supervisor must be changed temporarily, they must also be clear about the reasons for the change, so that the newcomers do not know what to do, I think the supervisor is not the same, causing misunderstanding.

If you are a director who wants to "Train the Devil" for a new employee, the HR department may have to intervene in the case and communicate with the supervisor. Remind him not to be in a hurry. He should not have too high requirements for newcomers who have just entered the company for a month. Otherwise, forcing new recruits will not only waste the resources consumed by the company's application process, but also damage the company's image and cause a double-win situation.

If the problem persists, the supervisor must leave the company unless the new employee is not applicable.