民營企業(yè)核心員工流失問題分析

裝訂線河北大學(xué)工商學(xué)院裝訂線河北大學(xué)工商學(xué)院本科生畢業(yè)論文題目：民營企業(yè)核心員工流失問題分析學(xué)部管理學(xué)部學(xué)科門類管理學(xué)專業(yè)人力資源管理學(xué)號2012487445姓名楊曉瑾2016年5月30日河北大學(xué)工商學(xué)院2016屆本科生畢業(yè)論文民營企業(yè)核心員工流失問題分析摘要隨著市場經(jīng)濟(jì)的發(fā)展以及市場經(jīng)濟(jì)秩序的不斷完善，我國的民營企業(yè)越來越多，隨之企業(yè)之間的競爭也越來越激烈。競爭會給企業(yè)帶來挑戰(zhàn)，也是促進(jìn)企業(yè)進(jìn)步的因素之一。隨著民營企業(yè)之間的競爭愈演愈烈，企業(yè)之間人才的競爭也越來越大，核心員工的流失給民營企業(yè)的發(fā)展造成了重大的影響，由此，如何減少并控制企業(yè)核心員工的流失成為大多數(shù)民營企業(yè)發(fā)展過程中必須認(rèn)真思考，慎重解決的普遍問題。目前，國內(nèi)也有不少學(xué)者就控制企業(yè)核心員工流失問題進(jìn)行深入探討，本文主要通過問卷調(diào)查、實(shí)地考證以及文獻(xiàn)查閱等方法找出民營企業(yè)運(yùn)營過程中造成核心員工流失的原因進(jìn)行具體分析，并且提出有針對性的控制對策，為后續(xù)民營企業(yè)控制核心員工流失問題提供一定的思路。關(guān)鍵詞：競爭；核心員工；流失

致謝本篇論文的撰寫工作離不開我的導(dǎo)師李保軍，導(dǎo)師李保軍給予我細(xì)心的指導(dǎo)，從論文的選題，到論文的格式以及論文的編寫，整個(gè)過程，導(dǎo)師李保軍都耐心地給予我指導(dǎo)與幫助。在這一過程中，導(dǎo)師李保軍嚴(yán)謹(jǐn)?shù)闹螌W(xué)態(tài)度以及對每一個(gè)細(xì)節(jié)都注意的工作方法給了我很大的影響和幫助。同時(shí)，還要感謝李保軍老師，在查閱相關(guān)書籍、文章的過程中給了我寶貴的建議，為我推薦了實(shí)用的資料。大學(xué)四年匆匆結(jié)束，從步入校園到這最后的時(shí)間里，各位老師都是一如既往地給予我們教導(dǎo)與幫助。大學(xué)四年，不僅讓我學(xué)到了書本上的知識，更對我如何很好地面對未來社會進(jìn)行有力引導(dǎo)。這一期間，所有老師給予的教育與關(guān)心，我將時(shí)刻銘記在心里。在此，向所有的老師表達(dá)我最誠摯的敬意與感謝。同時(shí)，整個(gè)論文的撰寫過程，也少不了同學(xué)的幫助，一路走來，同學(xué)情讓我的大學(xué)生活豐富多彩，在我的研究與調(diào)查工作中，這些同學(xué)也都給予了熱情的幫助，陪著我查閱相關(guān)資料，并且在我苦惱時(shí)適時(shí)提出他們的觀點(diǎn)和建議供我采納，也要感謝他們對我的幫助。最后，感謝我的家人，四年的大學(xué)生涯，家人為我付出的是辛勞與汗水，因?yàn)橛兴麄?，我才能專心完成學(xué)業(yè)，希望我能創(chuàng)造一個(gè)好的未來，慰藉他們的辛勞。附錄原文AttractandkeepgoodemployeesbyFrederickHornbergerPublishedintheMarch2005issueofContractorToolsandSuppliesmagazine.AbstractAttractingandretaininggreatstaffisthekeyforbusinesssuccess.Talentedpeoplewhocontinuetodevelopskillsandincreasetheirvaluetotheirorganizationandtotheircustomersareacompany’smostimportantresource.Theessayisonhowtoattractandretainthesepeopleandcreateanenvironmentinwhichtheyremaincompetitiveandcontinuetothrive.Keywords:Attracting,retaining,goodemployees,environment,competitiveB.KeepingemployeesTherearethreepartstoemployeerecruitingandretention:Identifyingwhyemployeesleave;appreciatingemployeesfinancially;andcreatingabetterworkingenvironment.Whydoemployeesleave?Whenaproblemarisesonthejobsite,everythingcomestoahaltuntiltheproblemisidentifiedandcorrected.Contractorsrarelyfollowthesameprocesswhenanemployeeleaves.Employersdon’thavetowaituntilanemployeeleavestobegintakingpreventivemeasures.Theycanbeginbyaskingthemselves,“IfIwerelookingforajob,whywouldIwanttoworkformycompany?”Manyoftheunderlyingreasonsemployeesleavehavelittletodowithmoney.Theyoftenleavebecauseofahumanfactorsuchasmanagementconflict,brokenpromises,orperceivedlackofappreciation,supportordirection.Stillothershavenothingtodowiththeemployer,suchasaneedtobephysicallyclosertofamily.FinancialstepstoemployeestabilityCompaniescandoseveralthingstoappreciateemployeesfinancially.Thefirstistopaymarketwages.Associations,recruitmentfirmsandeventheInternetmakecompensationsurveysreadilyavailable.Anyemployeeworthkeepingissmartenoughtomonitorthesefigurestomakesureheorsheisgettingpaidfairmarketvalue.1.Stockplanscanencourageloyalty.Themostloyalemployeeistheonewithownershipinthefirm.CoreyM.Rosen,theexecutivedirectorfortheNationalCenterforEmployeeOwnership,statesastrongstockplancancutemployeeturnoverinhalf.2.Bonusesorotherperformance-basedpayscalescaninstillloyalty.Paymentoncommissionhasbeencommonforsalespeopleforyearsandit’snowbecomingmoreprevalentforoperationsemployeestoearncompensationthroughbonusesand/orcommissions.3.Benefitscanenticeandretainworkers.Perksdon’thavetocostagreatdealofmoneyandthemessagetheysendtotheemployeecanincreaseloyaltyandreduceturnover.Alotofcompaniesalsogiveincentivessuchascruises,vacationsandthelike.Itrewardsthe'great'employee,andmotivatesthe'good'employeetobecomegreat.Othercommonincentivesincludereimbursementfortuitiononqualifiedprograms,retirementplans,child-caresubsidiesandflexibleschedulesforworkingparents.Otherbenefitscanbeweekendexcursions,leasedvehicles,membershipsinprofessionalorganizations,computers/laptops,cellularphones,additionalpaiddaysoff,giftsandhealthclubmemberships.Youcanbecreative;justmakesuretheemployeeperceivesvalueinthebenefit.4.Improvingtheworkenvironmentcanhelpretainemployees.Mostpeoplespendmoretimewithco-workersthanwiththeirfamiliesandlooktofellowworkersforsupport,encouragementandappreciation."Withmentoring,someoneisalwaystheretoanswerquestionsoncompanyculture,responsibilities,promotionalopportunitiesandthelike,"saysFord."Alotofcompaniesfindthatit'sbeenverysuccessful,andIthink,itwillbecomemorepopularaswordtravels."TheCenterforCreativeLeadershipinSanDiegoreportsthatfirmsofferingemployeedevelopment,goodcommunication,ethicalpracticesandotherpositivehumanfactorsenjoygreaterretentionratesand20percenthigherprofits.Herearesomenon-financialtoolssomeemployersusetohelpboostretentionrates:5.Developacareerplanwithemployees.Helpemployeesdevelopacareerplansotheyunderstandwheretheyaregoingandwhyitmakessensetoachievethosegoals.6.Fosteropendialog.Sharingoperatingandfinancialinformationhelpsbuildtrustbetweenemployerandemployee.Itultimatelyinveststhemwithafeelingofownershipinthecompanyand,inturn,along-termstakeinitsfuture.7.Listentoemployees.Makesuggestionboxesavailableandofferarewardforthesuggestionoftheweekormonth.8.Buildyourteam.Providerewardprogramsthatrecognizeperformanceandachievement.Holdregularcompanysocialstobuildrapportandenthusiasm.TipstoattractqualityemployeesThereareseveraltoolsthatcanhelpyoufindemployeestofillopenornewpositions.Consider:1.Developongoingadvertisingandmarketingprogramstargetedtopotentialemployees.2.Usecomputer-basedrecruitment.3.Networkwithassociations,suppliers,ownersandpeers.4.Establishaprogramthatpaysemployeesforsuccessfulreferrals.5.Bevisiblewhereverthelaborpoolfrequents,suchasatindustryassociationsandrelatedevents.6.Visitjobfairsandcollegesandfollowuponanyleads.7.Useaspecialtyrecruitmentfirmtosupplementyourinternalhiringefforts.Ascompetitioncontinues,successwillbejudgedmoreontheemployer’sabilitiesandstrategiesonhumanresourcemanagement.Allthesepointtotheimportanceofattractingandmaintainingaloyalworkforceandahigherretention.Thereisabottomlinewhenitcomestoemployeeretention.Thequalityofthesupervisionanemployeereceivesiscriticaltoemployeeretention.Surveysshowthatmostpeopleleavemanagersandsupervisorsmoreoftenthantheyleavecompaniesorjobs.Itisnotenoughthatthemanageriswell-likedoraniceperson.Sure,anice,likeablemanagerearnsyousomepointswithyouremployees.Adraconian,nasty,orcontrollingmanagertakespointsawayfromyourorganization.But,amanagerorsupervisor,whoisaproatemployeeretention,knowsthatthequalityofthesupervisionisthekeyfactorinemployeeretention.EffectiveManagersCreateEmployeeRetentionManagerswhoretainstaffstartbycommunicatingclearexpectationstotheemployee.Theysharetheirpictureofwhatconstitutessuccessfortheemployeeinboththeexpecteddeliverablesfromandtheperformanceoftheirjob.Thesemanagersprovidefrequentfeedbackandmaketheemployeefeelvalued.Whenanemployeecompletesanexchangewithamanagerwhoretainsstaff,heorshefeelsempowered,enabled,andconfidentintheirabilitytogetthejobdone.Employeecomplaintsaboutmanagersandsupervisorscenterontheseareas.Employeesleavemanagerswhofailto:1.provideclarityaboutexpectations,2.provideclarityaboutcareerdevelopmentandearningpotential,3.giveregularfeedbackaboutperformance4.holdscheduledmeetings,and5.provideaframeworkwithinwhichtheemployeeperceiveshecansucceed.WhatifaManagerFailsatEmployeeRetention?Ifamanagerfailsatemployeeretention,thechancesaregoodthatthemanagerhasbeenunableorunwillingtodeveloptheirabilitytomanageandvaluepeopleacrosstheboard.Managerswhoexhibitapatterninwhichtheirkeyemployeesleaveyourorganizationcannotretaintheirmanagementrole.Iftheychoosetostay,however,theymustcommittobeingeffective,contributingemployees.Ifthemanagercannotmakethisleap,youwillneedtoletthemanagergobeforetheirnegativityimpactstherestofyourworkplace.Giventheretentiontipsmentionedinpreviousparts,mostmanagerswillbeabletobecomemanagerswhoretaintheirbestemployees.Yourinvestmentinyourmanagerscanfuelyourorganization'songoingsuccess.Afterall,itisthequalityofthepeopleyouemployandretainthatistheheartofyourbusinesssuccess.譯文吸引和留住人才福雷德理·何博格著出版在承包商工具和供應(yīng)雜志，2005年3月摘要吸引人才和留住人才，是企業(yè)成功的關(guān)鍵。企業(yè)最重要的資源，就是優(yōu)秀雇員，他們不斷提升工作技能，為企業(yè)和顧客帶來更大的價(jià)值。本文論述的是如何吸引和留住人才來保持競爭力，以及如何打造持續(xù)繁榮發(fā)展的企業(yè)環(huán)境。關(guān)鍵詞：吸引，留住，人才，環(huán)境，競爭力2留住員工在招聘與留人中有三個(gè)大方面要注意：弄清楚人員流失的原因，經(jīng)濟(jì)上鼓舞員工，以及創(chuàng)造更好的工作環(huán)境。為什么有員工流失？當(dāng)這個(gè)問題出現(xiàn)時(shí)，必須要先弄清楚這個(gè)問題的答案再采取行動。然而許多公司招聘者在員工離職的時(shí)候卻沒有按這樣的思路正確處理。招聘方不應(yīng)等到有員工離職的時(shí)候才開始采取預(yù)防措施。他們應(yīng)當(dāng)開始從員工、從應(yīng)聘者的角度設(shè)想，有什么樣的理由能使求職者選擇在這一家而不是別家公司工作？人員流失的許多原因與薪金并不無很大的關(guān)聯(lián)。離職的員工往往是因?yàn)槿说囊蛩囟x職，例如與管理層的沖突，沒有得到兌現(xiàn)的承諾，或者意識到得不到欣賞、支持或適當(dāng)?shù)谋O(jiān)督指點(diǎn)。甚至有一些人員流動的原因完全與雇傭方無關(guān)的，例如是想在離家更近的地方工作。2.1應(yīng)對人才流失的經(jīng)濟(jì)措施雇傭方可通過以下幾個(gè)途徑鼓舞和挽留員工：1、支付符合市場水平的薪酬。關(guān)于薪資水平的調(diào)查可以從有關(guān)機(jī)構(gòu)、招聘公司、甚至是網(wǎng)絡(luò)上獲取。任何一個(gè)值得挽留的員工都足夠聰明地去了解清楚自己所得的薪資是否符合市場行情。2、持股制度能鼓舞員工增加對企業(yè)的忠誠度。最忠誠的雇員，值得擁有企業(yè)的一部分股份。專家認(rèn)為這種制度能將人才流失率降低一半。3、獎金和其他一些按表現(xiàn)獎勵(lì)的措施能穩(wěn)固員工對企業(yè)的忠誠度。多年來銷售業(yè)務(wù)員提成抽傭非常普遍，而如今這種做法也能作為參考應(yīng)用于其他類型的員工上。利益能吸引和留住員工，但恰到好處的鼓勵(lì)和贊揚(yáng)則不需要花費(fèi)大量的錢財(cái)，也可向員工傳達(dá)出積極的信息，增加其忠誠度，降低流失率。其他常用的激勵(lì)方式還包括報(bào)銷費(fèi)用給員工的學(xué)習(xí)項(xiàng)目、退休補(bǔ)貼、托兒津貼，以及為雙職工夫婦作時(shí)間靈活的工作安排。另外還有一些優(yōu)惠例如組織周末短程旅游，提供車輛租賃，優(yōu)惠辦理專業(yè)機(jī)構(gòu)的會員卡，配備臺式或筆記本電腦，配備手機(jī)，額外有薪假，贈送禮品，贈送健康健身中心會員卡等。企業(yè)在這方面可以發(fā)揮創(chuàng)意，只需確保員工認(rèn)識到這些優(yōu)惠福利中的價(jià)值所在。4、改善工作環(huán)境有助于維系雇員隊(duì)伍不流失。許多人與同事相處的時(shí)間甚至多于與家人相處的時(shí)間，并且會向同事尋求支持、鼓勵(lì)和贊賞。因此企業(yè)應(yīng)著力營造和諧友好的工作環(huán)境。業(yè)界目前還流行一種方法，就是通過提供指導(dǎo)來留住員工，當(dāng)然這還是需要管理層立足于集體意識來落實(shí)。福特表示：“所謂指導(dǎo)，就是企業(yè)內(nèi)有專人專門回答員工關(guān)于公司文化，責(zé)任義務(wù)，晉升機(jī)會之類的問題。許多公司已經(jīng)因此成功降低人員流失率，相信隨著廣泛的傳播，這種途徑會被更加多的企業(yè)所采用。許多企業(yè)還提供例如海上游艇巡游、假期等，獎勵(lì)‘優(yōu)秀’員工，同時(shí)也是激勵(lì)‘良好’員工向‘優(yōu)秀’員工看齊?！备鶕?jù)美國圣地亞哥州的“創(chuàng)意領(lǐng)導(dǎo)中心”報(bào)告指出，那些給雇員提供發(fā)展空間、良好溝通以及其他積極正面因素的公司，都維持很低的人員流失率，而創(chuàng)造企業(yè)利潤可多出20%。5、為雇員規(guī)劃職業(yè)生涯。這樣做的好處是幫助雇員了解自己的努力目標(biāo)，使其工作有實(shí)際的方向和積極的意義。6、鼓勵(lì)開放式的對話。與雇員分享公司運(yùn)作和財(cái)政狀況有助于建立雇傭方和受雇方之間的信任。最終會使雇員對企業(yè)有主人翁的精神，成為長期留守企業(yè)的力量。7、傾聽員工的意見。設(shè)立意見建議信箱，每周或每月獎勵(lì)好的員工意見和建議。8、組建和諧團(tuán)隊(duì)。提供獎勵(lì)計(jì)劃，對員工的工作表現(xiàn)和成績予以認(rèn)可和獎勵(lì)。定期舉辦企業(yè)內(nèi)部的交