How to retain outstanding employees

Abstract:There are a variety of factors that affect employee mobility. The external factors are relatively secondary and can be well solved. The key factor that actually affects employee mobility is the internal factors. Only after the internal factors are solved, in order to effectively prevent and solve employee mobility problems ......

Whether you admit it or not, the salary level has become one of the important factors that affect the job selection of job seekers.

At the end of each year, enterprises should summarize the results, and employees should also summarize the results. Enterprises should check the results, and employees should also check the results. The demand hierarchy theory also puts survival requirements first. Therefore, only when an enterprise has a competitive salary level can it effectively retain its employees.
In fact, there are a variety of factors that affect employee mobility, and the external factors are relatively secondary and can be well solved. The key factor that actually affects employee mobility is the internal factors. Only after the internal factors are solved, in order to effectively prevent and solve employee mobility problems.

1. Create a core corporate culture and create a good cultural atmosphere.
An excellent corporate culture, which can be established in less than two days a day, needs to gather the strengths of the family, and is unique from it, this enterprise culture can be tested and valuable. However, it is hard for our employees to see this, and they will not care about how you create a corporate culture, they only want to work in a harmonious, relaxed, just, fair, enterprising, and united team, so they will be happy and enjoy themselves, our managers should try their best to create such a cultural atmosphere. With such an atmosphere, the team will be cohesive, and with a cohesive team, if you want to leave an employee, you probably only have to force layoffs, in order to ensure that your flow rate will not be too low.

2. Give employees a space for development and a platform for improvement.
There is a great space for development, giving employees hope and motivation. Companies that do not have hope or have no prospects will not be able to motivate employees in any way, and such enterprises will not be able to leave their work in the company with peace of mind. To provide employees with a large development space and a platform for improvement, you can start from the following aspects:

1. Establish a sound competition mechanism to encourage employees to take up their posts through legitimate competition. In many enterprises, once there is a job vacancy in the company, they first think of recruiting personnel from the outside, rather than promoting from the inside; some enterprises, even think of promoting from the inside first, however, because there is no perfect internal competition mechanism, or because you are too familiar with internal employees, you will always see the shortcomings of employees, but you will not see the advantages of employees. In the end, you will still consider external recruitment, in their eyes, there are always "external and excellent classics. In fact, this has been a big blow to employees. When employees feel that the company lacks development space, they also lack upward motivation, which is not conducive to motivating employees, it cannot create a competitive atmosphere in the team.
2. for employees who have already performed well in the current position and whose abilities have exceeded the requirements of the current position, but there are no job vacancies at the higher level for the time being, you may wish to add a shift round to the employees, use new jobs, new jobs, and new challenges to arouse employees' enthusiasm for work. At the same time, it also allows employees to learn more knowledge and skills, effectively improve the overall quality of employees, and lay a solid foundation for them to be competent for high-level jobs.
3. provide sufficient training opportunities to employees. Zhang rimin of Haier once told his manager that the quality of employees who have just entered the company is not high, but it is not your fault. However, after a while, the quality of employees is still not high, it must be your fault. We can see how important it is to train employees. Some enterprises do not have to think about training their employees, but they have to invest in training, because they are reluctant to invest, rather than providing training opportunities for their employees. In fact, it is not worth the candle. Panasonic attaches great importance to training its employees, because Matsushita understands that investing in the brain can make more money than investing in machines. The training methods are also diverse. As long as you are good at thinking, you will find that training is everywhere and can be anytime, anywhere. The popular one-minute training is good evidence.

3. enterprise leaders shape their personal charm and improve their management level.
There is no doubt that the level of management of leaders has greatly influenced the development of the company. Similarly, the personality charm and management style of leaders have a great impact on employees' work enthusiasm and team stability. I have a lot of contact with employees due to my career relationship. To sum up, there are roughly the following items:

1. Easy to use and no doubt. If the Administrator is more suspicious, such suspicion will be passed down layer by layer. For example, if the boss does not trust the vice president, the vice president will not trust the department manager, the department manager will not trust the supervisor, and the supervisor will not trust the employee. If you work in a team without trust, employees will feel at ease. Therefore, the principle of employing people is: Use him to trust him.
2. Let alone employees, especially behind the scenes. Employees hate being behind the scenes and criticize themselves, even if they are in good faith. In fact, criticizing another employee in front of the employee will be counterproductive.
3. Do not make promises lightly, but once promised, the storm will not change. Many leaders always make some promises to win the hearts of their hearts. But for that reason, some promises are often not fulfilled, and our leaders do not care about them, however, our employees do not think so. They will think that the leaders do not trust you, and they will not trust you easily. At that time, if a leader wants to change his or her image in the minds of employees, it will be difficult. If an employee has difficulties and has an idea, he or she will not tell the leader that it has been a long time, failure to achieve proper laxity is inevitable because the employee chooses to leave the company.
4. Dare to take responsibility, and dare to take responsibility for employees. Many of our leaders, in order to establish their prestige in the minds of higher-level leaders or employees, or keep their faces, often push their mistakes to employees, let alone take responsibility for employees. The consequence of doing so is that your current prestige or face may be saved, but after a long time, what you lose in the minds of employees may not be as simple as prestige or face, what is lost is the long-term respect and trust of employees.
5. Remember, employees are right. If they do not do well, they are not excellent, but I don't give them enough support. This sentence may seem a bit ridiculous at the beginning, but in fact, if the employees are not doing well, the leaders can always look for reasons from themselves and provide more support to the employees, with more help, employees will be grateful to the leaders and work harder. As long as the employees are truly engaged, I believe that all difficulties cannot be referred to as difficulties.
6. Do not look at the employee to be resigned; do not treat him as a thief. In some enterprises, when an employee is in service, they wish the employee to do more and involve more work. Once the employee leaves the company, the employee is strictly prevented, for fear that the employee will take away important company information, what's more, ask other employees to monitor the service. However, they ignored it. Today, you asked Employee A to monitor employee B. Tomorrow, you may have employee C monitor employee B, in this way, the psychological impact on employees B and other employees may be greater than that on employees. Besides, if employees can take away important company information, they can only blame you for failing to take proper confidentiality measures and failing to take precautions. Therefore, do not look at the departing employees differently. Otherwise, you will not only lose the trust of Employee A, but may lose the trust of the company's employees.

4. offer competitive compensation levels.
1. First, check the salary level of the same company. If you are a property company, you must understand the compensation level of the property industry. If you are a real estate company, you must understand the compensation level of the real estate industry, only in this way can you develop a competitive salary level. In addition, for jobs with common characteristics in different industries, you must be clear about the Social Position level, such as the position of human resource manager/supervisor of a property company, in addition to the salary level of the position in the property industry, you should also be aware of the salary level of the position in other industries as much as possible, because, these popular jobs are not limited by many industries. If your post salary level is too low, it will not make the job highly attractive to its employees even if it is competitive in the industry.
2. Employees in key or important positions must be willing to pay high salaries. It doesn't matter if your job is higher than other jobs. You need to expand your job level. Only in this way can you attract core employees. We say that the loss of common employees can be easily realized at any time, however, the loss of important and core employees will cause immeasurable losses to the enterprise.
3. Clear rewards and punishments and severe rewards and punishments. Employees who have made significant breakthroughs in the Company may wish to reward them with heavy prizes. The advantage of this is that, on the one hand, they can increase their income level (employees will also calculate their income), and on the other hand, it is also an effective incentive for employees, because they know that as long as there is a contribution, there will be a good return, so they will work harder in the future.

5. strengthen employee management after resignation.
1. After leaving the company, employees are considered as wealth and resources. Many enterprises do not care about the employees who leave their posts. In fact, the departing employee is another kind of fortune of the company and a potential resource of the company. If it is used well, it will play a great role in the company. For example, he promotes the company more than he does for himself. At the same time, contact your feelings. If the employee is greatly improved, you can dig into the company again in the future, which can be regarded as a considerable human resource income.
2. After an employee leaves the company, he often makes a phone call. welcome him to visit home frequently. It may only take you a few minutes to make a phone call, but you can not only touch the departing employees, but most importantly, you can also touch the active employees with your actual actions to influence potential resigned employees.
3. Don't say "good horses don't eat back grass ". The times when haomu does not return to the company are gone forever. The willingness of outstanding employees to return to the company is their recognition of the company and corporate culture. If they return to the company, they will not only return to one person, there will also be a "Halo Effect" when it comes back, and its psychological shock to working employees must be limitless.

Reprinted statement:How to retain outstanding employees