Why can't R & D personnel stay?

As the core of the company, the R & D team undertakes the goal of making money for the company by completing the project. The R & D personnel did not reduce the turnover rate while being highly valued by the company.

Problems and phenomena
We believe you will hear the following questions from your friends or even your company.

The boss said, "Why can't we find the right person? It's not good to find it. Can't you keep it ?"

HR said: "The recruitment and assessment mechanisms have been improved. Why are R & D personnel still difficult to recruit and are they unwilling to be assessed ?"

The R & D Director said: "We still cannot find anyone who has no salary to apply for a job now? No one left ?"

The R & D manager said: "Why are cheap people not easy to use and expensive people are not in line with our corporate culture ?"

The developer said, "Who really cares about my development? I will not raise my salary any more. I will start looking for a job next month !"

The job seeker said: "I expect my salary to fall below the cost price, or cannot I find a job ?"

In contrast to the above problems, we often see several phenomena.

Symptom 1: difficult recruitment
In terms of Junior R & D personnel, you cannot recruit new users who have great potential and can become the pillar of the company's future. In terms of intermediate R & D personnel, you cannot recruit experienced veterans who are willing to pay for the company at reasonable prices; for senior R & D personnel, it is difficult to find a master who can solve core technical problems and be highly loyal even through headhunting.

Symptom 2: difficult to assess
If the assessment of the company's existing R & D personnel is not just a false one, it is basically a state of dissatisfaction. The company's senior management is not satisfied with the status of everyone's work after the assessment; the R & D is not satisfied with the assessment results, most of them are only deduction without salary increase; HR is not satisfied with the attitude of the R & D personnel for the assessment.

Symptom 3: difficult to retain
From the perspective of table images, many R & D personnel pat their ass and leave without any warning. This not only puts a lot of pressure on recruitment, but also seriously affects the project progress and the company's profit.

Phenomenon 4 no winner
If the R & D staff leaves, this is a game without a winner. The company delayed the process of employee resignation, which affected the profit. HR needed to spend more energy on recruiting new employees and familiarizing them with new employees. R & D managers also needed to teach new employees relevant project information from the beginning; R & D personnel should themselves undertake various risks brought about by the new environment.

What are the causes of these problems? For more information, see the article updated next week.

Cause of the problem
The causes of the above phenomena are similar to the following:

Human reasons-never test Human Nature
It can be affirmed that all problems arising from projects and companies, whether at the management level, the sales level or the development level, can ultimately be attributed to human problems. The discussion is limited to project development.

The characteristics of R & D personnel lead to high replacement costs.

In any R & D position, new employees should be recruited to meet their abilities, experience, and potential, with an average failure of about three times, that is, the cost of recruiting a suitable new employee is three times that of retaining an old employee. The loss of the company is not just the simplicity of salary, but the loss of earnings. The departure of old employees will take away the project experience, knowledge and team cohesion.

Isn't the boss clear about this? How can we release old employees?

Always believe that many things are quite clear when you can be the boss. From the company's president level, R & D Director to the Project Manager, everyone can see the huge problems and potential dangers caused by the loss of staff. Understanding importance is one thing, and leaving people behind is another thing. More companies are recruiting new developers. When new development talents grow, they become old employees. Then they change jobs to other companies and then recruit new R & D personnel, the reason why I haven't gone is that I haven't found a more suitable place-the training school has become a problem that companies don't want to see but cannot find an effective solution.

The person who develops the assessment plan does not know the person being assessed.

Who makes the General Company's assessment opportunities? Most of them are the HR framework, and then they will communicate with R & D managers. This is only part of the HR work, or even a small part. HR is concerned about completing this task as soon as possible, so as to do something else. R & D managers are concerned about the basic elements of project completion as expected, in addition, event-based assessment has become the basic idea of R & D assessment.

After the mechanism was introduced, it quickly became the next minute for the subordinates by the monthly leadership, which was deducted or paid by performance. Cycle.

However, what we need to assess is not a cold machine. Do such assessment methods take into account human factors? Have you assessed human growth? Very few. If you can do this on a large-scale machine production line, you will be charged as much as the number of outgoing ports per month. In the brain-intensive development field, the effectiveness of such assessment schemes is obvious to all.

 

 

Only by establishing an effective assessment mechanism from the perspective of people can people stay, and then recruit people really needed by the company.

 

-- No bad guys, only bad Systems
The implementation of many "assessment systems" that do not start from R & D personnel directly results in the following consequences: the purpose of the assessment is to assess the psychological endurance of R & D personnel, forcing people to leave is either forcing everyone to take a "mixed" attitude towards their work; there should be no, no instructions on how to promote, and the company's R & D staff cannot see the level, plus a back-to-back salary, encourage everyone to mix in terms of systems; only the goal as the standard, there is no human nature at all, R & D personnel have become screws on the production line.

There has never been any bad people in this world, but there is only a bad assessment system.

Take sales as an example. Some new companies are honest and willing to share their news. However, after some time, they will become similar to old sales, falsely reporting fees and making a pat. It is not so much a result of human nature as a result of a system.

Please do not unilaterally understand the term "Assessment System", which is written on paper. For example, you cannot be late or leave early. For example, the score given by the manager each month is only a dominant part of the system, it is also a small part. There are also many hidden parts and work styles that are embodied in work but not written on paper-these work styles and methods that are not written on paper are called "corporate culture ".

The bad assessment system has the following features:

Ü do not let R & D personnel know their position in the organization, their salary levels in the industry or company, and whether they are consistent with their own capabilities. From now on, there has been no justification for salary increases;

Ü cannot describe the developer's promotion path. Developers do not know how their career path should be, how many years later it will reach, and how hard they should work. Promotions have become impossible;

Ü rewards and punishments are not divided, so people can only see the reward but cannot see the award. It should have been the performance appraisal of the R & D personnel who have increased the stick of radish. It is not uncommon for the people who have been evaluated to have only the Stick left, or even invisible to the stick, sometimes the assessment turns into a weight of political struggle-to clean up people who are not pleasing to the eye, rather than retaining useful people. Effective assessment has become a dream.

The existence of such an assessment system not only increases the conflict between HR and R & D, but also leads to unstable personnel. The most important task of the Human Resources Department of the company is continuous recruitment, if it is not suitable, You can recruit again. When most people work, they think, "I wouldn't do it here if it wasn't for money !", The relationship between employees and enterprises has fallen into this field, and it has become a naked monetary relationship. But how big is money? Moreover, enterprises with more faces will certainly be able to offer higher treatment. To some extent, internal and external attacks may lead to the loss of personnel.

Last time, we talked about the reasons for retaining R & D personnel. Today we will talk about the principles of methods and our next plans.

Cause of the solution-solves the problem of the person who solves the solution, and may also solve the problem of the person.
In terms of the management of R & D personnel, there are superstitious relationships, such as the relationship between the boss and the customer. It doesn't matter if the development is poor. You can come back and recruit others. There are superstitious systems, such: we have passed several levels of cmme, and we have achieved success in development. We have used KPIs and Balanced Score cards, so there is no problem with the assessment. (How many people know how to scientifically develop KPIs, how many people know what the Balanced Scorecard really wants to express ?); Some people are superstitious. For example, our R & D director once worked in the top 500, and his leadership was fixed.

Different ideas lead to different management methods, and different management methods lead to different results. Superstitious relationships may fail to get the next order because of unsatisfactory development results. For companies that use improper R & D personnel, R & D personnel have never considered keeping the company secure. superstitious systems will eventually make the system the same as paper because of the difficulty of implementation, R & D personnel still use their own set. You have thousands of projects. I have a wall ladder. Everyone only uses their own skills. superstitious leadership will lead to a project crash due to the departure of individual people, and they will be out of control. In this year, apart from relatives, the cooperative entrepreneurship has been scattered for a lifetime.

It is most important to find a method suitable for the enterprise.

Introduction to training and consulting services for maximizing the value of R & D personnel
 

Recently, a friend introduced Tom, R & D project manager of a company, to me. I hope this company can ask me for training or consultation. After introducing our previous training and consulting success stories, Tom communicated with me.

 

Tom: "We have developed a KPI assessment system. We do not need your training and consulting ."

LEO: "It's good. Target assessment. My training is about how to assess people from the perspective that programmers are not machines ."

Tom: "human perspective? If a person does not even have a target, can he set assessment indicators? Isn't it a bit ridiculous ?"

LEO: "You are using a KPI. There is nothing wrong with it. I am not planning to cover the whole world. I only try my best to solve the problem of "people" in R & D. KPI assessment does not indicate the level at which your R & D personnel are located. What's more, these R & D personnel do not know how to develop in the next step. R & D personnel have completed one goal + the next goal. They do not have a clear path to promotion, at least KPI assessment is not provided. Of course, KPIs have their own long term ."

Tom: "What do you mean by R & D personnel's career planning perspective ?"

LEO: "Yes, the development of R & D personnel. I want to know under what conditions can R & D personnel of your company raise their salaries, when can they be promoted, and what are the criteria for assessment ?"

Tom suddenly scolded me.

Tom: "nngx, there are no standards for salary increase and promotion. We don't talk about the boss, nor do we talk about the leadership of our department, except for the fixed addition point every year ."

LEO: "Well, my training is to solve this problem. Everyone is happy and cannot say that everyone is convinced ."

Tom: "the company has no budget for this recently !"

LEO: "It's okay. Our principles are as follows:

Case 1: The company has no budget for "maximizing the value of R & D personnel" (to put it bluntly, there is no money), as long as you pay attention to my blog can (http://blog.csdn.net/jobchanceleo ), we will continue to update this series, write it clearly, and provide relevant methods and templates. we can implement it on our own after understanding it clearly;

Case 2: The company has a budget of about 5000 RMB for maximizing the value of R & D personnel. We recommend that you use our training service. We will provide relevant training courses, including:

1. Quality of R & D transfer management

2. Performance Evaluation and incentives for R & D personnel

3. employees' sense of belonging and career planning

4. Non-HR manager Human Resource Management

5. Suggestions and maintenance of effective recruitment process

Case 3: The company has a budget of over 30 thousand RMB for maximizing the value of R & D personnel. We recommend that you use our consulting service. We will provide a series of services from the preliminary survey, training, and R & D personnel review guidance. We will also present the following services: R & D personnel Career Planning Evaluation and suggestions, secondary recruitment, and campus reading sessions"

Tom: "We will continue to follow your blog ."

LEO: "Okay. I will also keep updating ."

 

 

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