How to effectively establish a retention mechanism to find the answer for enterprises

There are two main reasons: one is the objective reason for the formation of the enterprise's own characteristics; Second, the subjective reasons caused by the unreasonable management mode of human resources in enterprises. We should reflect on whether our management system, management system, management methods and enterprise environment are conducive to retaining outstanding employees, attracting employees and motivating employees. What we have to do is to pay attention to the new employee in behavior, encourage him in spirit, communicate with him in thought, and make him feel a sense of belonging and valued psychologically. This helps him to build up confidence in his work, stabilize his mental state and look forward to his work prospects. The specific method can be an individual interview or a symposium for new employees. I am unhappy at work, and I feel that the company has a bad atmosphere and my salary is low. I feel that the company does not attach importance to him, and there is no room and opportunity for development. I want to seek more development space. A lot of pressure, too tired, exhausted. The reason why employee turnover is higher than personal development direction may exist for a long time in future company management. The key problem we want to study is to analyze the deep-seated causes of employee turnover and how to improve our management system and methods. First, the characteristics of enterprises in China (1) are small in scale. Judging from the scale of production, the number of employees and the total assets of the enterprise, it does not have enough financial strength to attract talents with high salary and welfare.

(B) Lack of a good corporate culture. Most enterprises in China do not attach importance to the construction of corporate culture, and employees lack the same values, so the sense of corporate identity is not strong, which often leads to the dislocation of employee values and corporate philosophy.

(3) The personnel are unstable and highly mobile. The organizational structure of small and medium-sized enterprises in China is quite flexible. Because of the need for posts, the employment mechanism is a two-way choice, and it is free to come and go. It is precisely because of the autonomy of employing people that the mobility of enterprise talents is quite large, and to a certain extent, they can constantly spit out the old and absorb the new. Although this meticulous and pragmatic approach has brought vitality to the enterprise, it has objectively caused a huge flow of enterprise personnel. Second, the problems existing in human resource management of enterprises in China (1) The recruitment mechanism is not standardized.

1, lack of scientific recruitment plan. Enterprise recruitment lacks the guidance of human resource planning, and talent recruitment presents the characteristics of "recruiting now" As a result, employers go to the talent market many times to find talents, which leads to high recruitment costs.

2. The method of selecting talents is single and backward. Generally speaking, the scientific selection of talents should be based on the comprehensive application of written test, scenario simulation, interview, psychological test and background investigation. However, most enterprises still adhere to the traditional and single interview method when recruiting, so the quality of the employed personnel is single and it is difficult to adapt to the needs of the post.

3, cronyism, not meritocracy. In the process of selecting candidates, enterprises often employ talents by virtue of interpersonal relationships, rather than professional knowledge and skill level. This not only makes the enterprise suffer losses, but also makes it difficult for some outstanding employees far from the core of the enterprise to display their talents and their enthusiasm frustrated.

(B) the performance evaluation system is unreasonable

1, and the evaluation purpose is single. The main purpose of implementing employee performance appraisal in small and medium-sized enterprises is mostly based on the needs of personnel decision-making such as salary increase and year-end bonus. The main goal of enterprise organizational performance evaluation is only to pursue the short-term performance improvement of enterprises, while ignoring the personal development needs of employees. The evaluation results have not been applied to employee training, career planning and other links.

2. The fairness and openness of performance evaluation are not high. Because many enterprises adopt family management mode, performance evaluation is interfered by factors such as "human feelings" and "relationships", which leads to the performance evaluation process being restricted by non-performance factors such as interpersonal relationships.

3. Performance evaluation is arbitrary and unscientific. Influenced by paternalistic leadership style, China's small and medium-sized enterprises are obviously arbitrary in evaluation content, project setting and weight setting, and the evaluation criteria are vague and subjective. Moreover, the evaluation process lacks the participation and supervision of employees, and employees rarely understand the company's evaluation system, let alone dare to question it.

(C) the salary incentive mechanism is not perfect

China's small and medium-sized enterprises lack a reasonable and effective salary system in salary management. They don't analyze the different needs of employees according to scientific theoretical analysis tools, and they can't take different incentive measures for different needs, which affects the morale and loyalty of employees to a certain extent. What is more serious is that many small and medium-sized private enterprises have serious phenomena of depressing wages, deducting wages and defaulting on wages.

(D) Insufficient investment in human capital and imperfect training mechanism.

Many operators of small and medium-sized enterprises in China have not really realized that talent training is an important means of human resources development, and often regard training as the cost burden of enterprises, and are even more afraid of trained talents jumping ship and flying high. Some small and medium-sized enterprises have organized training, but only pay attention to form. After the training, it is difficult to achieve the training purpose because of the lack of evaluation of training benefits. Third, the construction method of China enterprises' effective retention mechanism (1) is people-oriented and establishes the concept of human resource management.

(B) the establishment of a scientific talent selection mechanism

For the introduction of talents, it is necessary to implement open recruitment and establish an open and fair external recruitment system, including requiring job seekers to fill in a unified application form and participate in a unified written test, interview and simulation test. In addition, when selecting talents, we should adhere to the principle of selecting people on their merits. The so-called capable person means that members are competent for their own work and can cooperate with others under the operation of a team, regardless of their wisdom, talent or professional ability.

(C) establish and improve the performance evaluation mechanism

By establishing objective performance evaluation criteria and selecting feasible evaluation methods, employees' performance can be objectively evaluated, and corresponding human resources decisions can be made according to the results of performance evaluation, guiding personnel decision-making and adjustment, employee training, salary management and so on. The establishment of an effective evaluation mechanism can mobilize the creativity and enthusiasm of employees, form an enterprise atmosphere of fair competition, and truly form a good atmosphere of "the competent are superior and the mediocre are inferior" within the enterprise.

(4) Improve the enterprise incentive mechanism. Enterprises should adhere to the principle of combining spiritual rewards with material rewards when motivating employees. On the one hand, we can meet the material needs of employees by improving their wages and benefits. On the other hand, it is necessary to strengthen the spiritual encouragement to employees, for example, by establishing a democratic system in which employees participate in management decisions in all directions and through multiple channels, actively listen to employees' opinions and suggestions, and encourage employees to make suggestions.

2. Choose a formal training institution. Conditional enterprises, it is best to let employees go to regular colleges or professional training institutions for training, and at the same time choose experienced trainers and reasonable training courses to ensure the pertinence and practicality of training.

3. Expand the institutionalized training of on-the-job employees. Employees can be trained through "coaching" and other means.

4. Make a scientific training plan. Enterprises should make short, medium and long-term training plans according to the needs of development strategy and the quality of employees, and determine the training budget, training objects, training contents, training methods and means, training teachers and other contents in a certain period.