It enterprise Talent Selection, use, education, retention

Talent Selection, use, education, and retention

How to prevent the loss of talent is a challenge facing every enterprise. This article will discuss the common situation of IT enterprises and how to retain people.

The reason why I want to use "selecting education and retention" as the title is that I don't think we can only look at the problem of talent loss from the perspective of retaining people. We should look at the problem from a more systematic and comprehensive perspective. For example, if you recruit an employee who only uses the current company as the stepping stone in the recruitment process, any retention measures will be ineffective for him; another situation is that when the applicant does not have a more objective understanding of the company during recruitment, he will find that many situations are different from what he expects. This will also cause him to leave quickly. In addition, improper employment may lead to employee resignation. Therefore, we should find out the reasons for the loss of talent and find a solution.

 

Define scope-where is the focus?

Even so, we should also consider this issue based on the actual situation of the enterprise. I personally think that small and medium-sized enterprises are not suitable for people planning too carefully, and it is not conducive to implementation if the scope is too wide. So I plan to find some practical ways to keep people.

In any case, the cause and result of the problem must be analyzed.

 

Q: Why do I need to retain a person? --- Impact of brain drain

In fact, it is beneficial for an enterprise, department, and normal personnel flow to maintain the vitality of the enterprise and department. According to Jack, former CEO of GE. according to Welch, 10% of the turnover rate per year (number of employees in the current year/total number of employees in the current year) is a healthy proportion, but this proportion varies in different industries; once the turnover rate of a company or department exceeds this rate, especially when some key talents leave one after another, the flow of personnel becomes a drain of talent, and enterprises should reflect on it, why did these people leave?

Before exploring the cause, I would like to list the impact of the brain drain on the Enterprise.

 

First, it must be the cost problem: according to a statistical agency in the United States, in the IT industry, the cost of replacing the current employee by a new employee is about 2.8 times the monthly salary of the old employee, I think this cost includes the following content: 1) recruitment cost for new recruits; 2) training cost for new recruits; 3) from manual work to full replacement of old employees, the loss of work efficiency is usually two months. 4) communication and communication costs between new employees and existing employees (team integration cost); 5) Efficiency Loss Caused by interaction between other employees and new employees;

Secondly, the departure of core technical members has a psychological impact on existing employees: 1) morale blow; 2) reduced trust in the company; 3) it may envy the departing employees for a better opportunity to follow suit;

Finally, the talents lost from your company are likely to enter the competitors, even if they do not disclose trade secrets, therefore, competitors can accurately master other aspects of your company;

From another perspective, if employees leave with dissatisfaction and complaints, criticism of the company will soon be passed to other talents, thus blocking the talent access;

The above situations are situations that a company does not want to see. Therefore, it makes sense to retain outstanding employees and control the employee turnover rate within a reasonable range;

So how can we solve this problem? I want to analyze the reasons for employee resignation and help us find a solution to this problem.

 

Cause Analysis: Why does a person leave?

Why do people want to leave? Why are they asking for change? I think many enterprises will be troubled by this problem. From my personal point of view, I think this may be simply because their needs cannot be met in the current company or position. Of course, people's needs are diverse, and it seems that they will continue to expand and will never be able to meet them. However, 80% of satisfaction may be acceptable, once it falls to 60% or lower, people will look for other opportunities. Of course, if the employee satisfaction rate reaches 100%, not only will he not leave, but will attract excellent people;

Maybe, before continuing the discussion, we should take a look at the Demand Model of the famous psychologist Maslow: (from bottom up)

Human needs	Requirement Description	How to meet
5) self-implementation needs	This is the highest level of need. It refers to the need to realize the individual's ideals and aspirations, exert the individual's abilities to the maximum extent, and accomplish everything commensurate with their own abilities.	For example, to provide employees with entrepreneurial opportunities, the company adopts a rotation system to develop career plans and on-the-job training for employees;
4) Respect needs	Everyone wants to have a stable social status and requires that individual abilities and achievements be recognized by society; Maslow believes that respect needs to be satisfied, so that people can have full confidence in themselves, enthusiasm for society, and experience the usefulness and value of their own lives.	The achievements of employees should be affirmed, such as bonuses, trophies, awards, and so on, as well as honorary titles, commendation conferences, public praise, rewards for vacations, etc;
3) emotional needs	One is the need of friendship, that is, everyone needs a harmonious relationship between partners and colleagues, or maintain friendship and loyalty. Everyone wants to get love and love others, and eager to accept the love of others. The second is the need for belonging. That is, people all have a feeling that belongs to a group, and they want to become a member of the group, and to interact and take care of each other.	Only by caring for employees and providing them with opportunities for communication and communication can employees feel a sense of belonging, such as employee Qingsheng, Spring Outing and autumn outing, group gatherings, student loans, etc.
2) security needs	Human needs need to protect their own security, free themselves from threats to careers and loss of property, prevent the invasion of occupational diseases, and avoid contact with harsh supervision;	Mainly for company welfare: Social Insurance, commercial insurance, medical subsidies, free health check, sports places, personal space, etc.
1) physiological needs	The most basic requirements for survival, including hunger, thirst, clothing, housing, and sex; Maslow believes that only when these basic needs are met to the extent necessary to survive can other needs become new incentives. At this time, these satisfied needs are no longer an incentive.	Basic salary, good working environment, meal supplement, transportation subsidy, company shuttle bus, staff dormitory, etc.

We can see that Maslow divides human needs into five levels. He believes that, when low-level needs are basically met, their incentives will decrease, its dominant position will not be maintained, and high-level needs will replace it as the main reason for promoting behavior. This explains why salary is not the only factor people consider when they leave, and come up with a hypothesis: the more advanced the talent is, the less the reason for his resignation has to do with salary.

 

Now, we can analyze the specific reasons for the brain drain. We will explain in advance that there are many reasons. This article only focuses on those that can be changed and adjusted, for example, value conflicts, employee migration, and many other factors that cannot be changed are not considered for the moment. In fact, these factors can also be prevented in advance, but since we have limited the scope to the perspective of retaining people, you can skip the following steps:

1) Compensation Factors: employees who leave their jobs because of salary are rarely left because of a low salary. The most important reason is the unfair salary system, such as unclear rewards and punishments, and lack of competitiveness, internal compliance with the principles of fairness and justice, lack of incentives, etc. This is an institutional issue, not a quantitative issue. Because the salary is equal to the employee's value, at least in the employee's opinion. In this case, if a supervisor's salary is the same as that of a new employee, he will surely feel that his value in the company's eyes is very low. If the recognized needs are not satisfied, he will have the idea of leaving the company. Similarly, if an employee finds that a classmate or colleague of the same level works in another medium-paying enterprise, his or her salary is higher than him, he will also feel that he has suffered unfair treatment, and he will feel that his efforts and achievements are not respected, so he may leave. According to the saying from the Ancients, "the problem is not the same as the problem ";

 

2) balance factors: balance refers to the balance between work and life. What is the purpose of people's hard work? I believe that at least few people in the IT industry have worked to survive. So it is to make money? Or to get a sense of accomplishment and satisfaction? I think this is only a superficial reason. The deeper reason should be to make a better life. At least many people work for this reason, because it is not to make money to put it up, it is to live a better day. Achievement and satisfaction are also to make life more exciting. Therefore, many people work hard to make life better. In this way, if an employee is too demanding to pay for his/her personal life, the only choice an employee can make is to change his/her job. For example, if an employee needs to work for at least 60 hours a week for a long time, how can he arrange his life? It is certain that, apart from eating, sleeping, and walking, he basically spends all his work time and does not even spend any time, so how can he enjoy his life? He has no fun in his life. How can he treat his work difficulties with ample energy and optimism? When he suddenly wakes up one day, it may be the day when he leaves. At the same time, in real life, he can find many examples of leaving because his work and life cannot be balanced.

 

3) development factors: talents have development and growth needs, especially excellent people. Most of them have their own ideals and goals, when their ideals and objectives are different from the company's development prospects, they will leave the idea. It's like he's at a fork in the road, one is his own ideal, and the other is the development of the enterprise. How can he choose? For example, in a hotel, the store owner's goal is to be the first in the local area, while his best manager expects himself to become an international talent. They will definitely start to part their respective ways at a certain point. From the perspective of an employee, he is likely to have his own career plan (even if it is not so clear). His plan requires him to keep improving and developing, if an enterprise cannot meet his or her needs, leaving becomes an alternative solution. I believe there are not many cases of resignation because the enterprise does not have enough development space and opportunities;

 

4) Trust factor: A casual commitment of an enterprise will become the biggest expectation of employees. When the commitment cannot be fulfilled, employees will lose confidence in the enterprise; for example, an enterprise tells its employees during recruitment that our company will have the opportunity to go abroad for training. When employees join the company with expectation, they find that their departments have no places, if it is replaced by anyone, the seeds of resignation will be buried in the heart. The so-called speaker has no intention, the listener has a heart, and the expectations of the enterprise to employees must be fulfilled in a timely manner, otherwise, the crisis of trust is not easy for any enterprise. At the same time, the crisis of trust also comes from the suspicion of the leadership, which is manifested in the opacity of information, strict monitoring, and frequent intervention; it is hard to imagine that a good talent can work comfortably in a skeptical environment. In such an environment, there will be no sense of security, and it will naturally happen. It is strange that a person trusts him, and he will trust you. If you trust him, he will trust you. If you do not trust him, he will not trust you.

 

Once again, the above four factors are only part of the reasons for the loss of many talents. Other factors include competition and headhunting companies, and social pressure, the reason is that most companies can do something in these aspects. In many cases, employees may decide whether to leave their jobs. Why cannot we give them more reasons to stay? In this way, the loss of the company will be minimized even if he wants to leave.

After the above analysis, we can consider this question: how to reduce the talent turnover rate? What can we do?

 

Solution: what can we do?

Through the previous analysis, we have probably understood the reasons for the departure of some talents. So, what can we do for this? I don't want to say much. We all know that we should prevent the above factors. But what is the specific solution? The following are suggestions:

1) Early warning and crisis handling mechanisms for talent loss;

A. establish communication channels (such as anonymous email addresses and notebooks) so that employees' dissatisfaction can be promptly transmitted to the corresponding owner. When we hear dissatisfaction, we can detect the problem, if there is something unreasonable, improve it as soon as possible;

B. regularly (for example, every year) investigates employee satisfaction to understand the willingness and needs of talents. At least, you can know if anyone is going to leave. If everyone is not satisfied with a problem, you should correct it in time, it can prevent group job hopping;

C. Reserve Talent properly, just in case. Many companies have a talent reserve plan. If financial resources permit, it is reasonable to reserve one or two resources properly;

It should be noted that these three methods should be carried out to ensure the security of existing employees; otherwise, they will be different. For example, a and B should be anonymous, otherwise, you will not be able to get the information you want. c. It is best to keep it up, sometimes it will not make existing employees feel at ease;

 

2) Information should be transparent;

A. publish Rewards and Punishments standards. People who do the right know why they are rewarded, and people who do the wrong know why they are punished. Everyone knows how to work hard. If not, at least publish the punishment standards, if a person is punished but does not know why, his or her emotions will be greatly affected, even if he or she gets an explanation afterwards;

B. Announce the company's system and other information that should be known to employees; otherwise, employees may feel like game rules are manipulated by a few people, and this unfair feeling will become more and more intense;

C. Issues related to the vital interests of employees must be reported in advance; otherwise, it is difficult for employees to have a sense of belonging;

 

3) caring for employees and encouraging them to balance their work and life;

A. the celebration club, transportation subsidies, dormitory provision, insurance payment, student loans, etc. are all concerned about the performance of employees, mainly to solve some difficulties in their lives. Looking at the excellent enterprises at home and abroad, there are many areas that can be learned and used for reference. The relationship between enterprises and employees is like the relationship between people. If an enterprise cares more about him, he naturally gives back to the Enterprise a little more, with less care, he will not have any feelings for the enterprise;

B. Reward for vacation. If you do not encourage overtime, it is to balance the work and life of employees. Why are there so many enterprises having incentives for vacation? Why do many employees choose to take vacations in the face of vacations and bonuses?

 

4) Provide training for employees, secondly, provide training opportunities for employees, and again encourage employees to go out for training;

A. How can we meet the needs of employee growth? In addition to challenging work, it is training;

B. Develop the company's development strategy and help employees combine their personal development plans with the company's development goals;

C. The company organizes internal training and external training, reimburse employees for training expenses, and publish training information;

 

5) There is nothing to say about credit and trust employees;

Credit can work for enterprises within 24 hours, which is difficult to renew and easy to trust;

 

The above are some personal suggestions. The specific solutions that can be implemented must be subject to different resource restrictions in different companies. The purpose of this article is to find some possible solutions and provide some ideas, I hope IT will be helpful. In addition, for IT enterprises, we can simply estimate the visible cost and calculate IT as low as possible: Suppose a company's staff turnover rate is 40% this year, the ideal situation is 10%. The total number of employees in the company is 100, which means there is a possibility of reducing the turnover rate by 30%. to convert the number of adults to avoid leaving about 30 people; assuming that the average monthly salary of the 20 employees is 2500 yuan, the previous employee loss cost is 2.8 times the monthly salary of the old employee, it can be inferred that the company's cost for employee turnover this year is about 3*2000*2.8 = 210000 RMB, which does not include the psychological impact on existing employees, influence on customer satisfaction, etc. from another perspective, we can think about: if the current monthly investment of 10000 yuan is for these employees, the annual cost is 120000 yuan, the money is used to improve the ability of employees, cultivate employees' feelings and loyalty to the company, and cultivate the emotions between employees. What are the company's benefits?

 

Conclusion-people-oriented

I once again stressed that most of the above sections are about this issue from the perspective of "retaining people". In fact, as I said at the beginning of the article, we need to select people and use good people, cultivate and retain people. This system starts from the whole process, so that the problem of talent loss can be solved in a more comprehensive manner. Each step can reduce the turnover rate, in addition, many of these jobs do not require any cost. I hope that your ideas will not be limited to retaining people.

After talking so much about it, the most appropriate way to end it with one sentence is to "people-oriented ".