Searching for the reason of staff turnover in private enterprises

1、searching for the reason of staff turnover in private enterprises論 文 摘 要隨著知識(shí)經(jīng)濟(jì)時(shí)代到來(lái),在私營(yíng)企業(yè)中掌握最有價(jià)值的人才日益成為提升競(jìng)爭(zhēng)力的寶貴資源.在人員流動(dòng)日益頻繁的今天, 如何降低人才流失給企業(yè)帶來(lái)的損失是企業(yè)人力資源管理中的一大難題.員工的正常流動(dòng)不僅能增加企業(yè)活力，還能激勵(lì)人才競(jìng)爭(zhēng)。但同時(shí)，就企業(yè)來(lái)說，人才的流失、員工忠誠(chéng)度的下降，又會(huì)給經(jīng)營(yíng)發(fā)展戰(zhàn)略、企業(yè)形象造成重大的損失。東方展覽有限公司是業(yè)內(nèi)最早成立的展覽公司之一，業(yè)務(wù)涉及展覽展示的設(shè)計(jì)與搭建、會(huì)議服務(wù)、廣告策劃與設(shè)計(jì)、展廳設(shè)計(jì)與裝潢等方面。擁有知識(shí)型高

2、技術(shù)員工160多人。但是，近幾年來(lái)，由于公司缺乏正確的人力資源管理觀念，管理人員素質(zhì)偏低，人才晉升難、發(fā)展空間小等客觀原因，優(yōu)秀人才的離職率持續(xù)增高，已經(jīng)到了嚴(yán)重制約企業(yè)向前發(fā)展的地步。本文作者就任于該公司國(guó)際業(yè)務(wù)部，供職5年。切身感受到企業(yè)對(duì)人才流失的管理和控制方式方法不夠得當(dāng)。因此本文用問卷調(diào)查的方式,試圖以企業(yè)員工為研究對(duì)象,深入深入分析員工離職的原因，探討員工在工作滿意度、薪酬滿意度等方面的實(shí)際需求。 力圖通過設(shè)計(jì)本論文為東方展覽有限公司領(lǐng)導(dǎo)奉獻(xiàn)一套對(duì)人才流失進(jìn)行管理和控制的實(shí)際措施。通過雙向式信息溝通、內(nèi)部流動(dòng)激勵(lì)、建立科學(xué)的薪酬績(jī)效體系等具體方法對(duì)企業(yè)人才進(jìn)行管理和控制，以期提高員

3、工的滿意度，降低優(yōu)秀員工的離職率。本論文前期通過離職員工的分組問卷調(diào)查、swot分析法等研究方法找出對(duì)策設(shè)計(jì)的方向。中期在減少人才流失對(duì)策的設(shè)計(jì)和建設(shè)過程中，通過項(xiàng)目進(jìn)度流程表、項(xiàng)目負(fù)責(zé)人工作日志等形式來(lái)檢查和保證設(shè)計(jì)內(nèi)容得到及時(shí)調(diào)整和如期完成。后期在對(duì)策建成試營(yíng)階段，主要采取前后優(yōu)秀員工離職率的對(duì)比來(lái)進(jìn)行評(píng)估。經(jīng)過前期仔細(xì)的調(diào)查分析及切實(shí)可行的設(shè)計(jì)，中期認(rèn)真的執(zhí)行與改進(jìn)和后期客觀評(píng)估，本論文制訂的針對(duì)私營(yíng)企業(yè)知識(shí)型員工流失的管控措施得以順利運(yùn)營(yíng)，有效調(diào)動(dòng)了企業(yè)知識(shí)型員工的工作積極性，不但員工士氣得到了鼓舞、企業(yè)工作氛圍得到了改善，而且有效降低了企業(yè)人才的流失率，客戶數(shù)量獲得持續(xù)穩(wěn)定快速增長(zhǎng)。

4、實(shí)踐證明，掌握和用好最有價(jià)值的知識(shí)型員工是提升企業(yè)競(jìng)爭(zhēng)力的法寶，只要以人為本，創(chuàng)新思維方向和管理模式，私營(yíng)企業(yè)的發(fā)展將立于不敗之地。關(guān)鍵字: 私營(yíng)企業(yè) 人才 流失 對(duì)策abstractwith the coming of times of knowledge economy, knowledge become one of the most important elements in enterprise resource elements, and the knowledge creation, the use and the increment, finally all must depe

5、nd on a carrier of knowledge knowledge-type employees to implement. the proportion of knowledge staff in the enterprise become more and more large, and plays an increasingly important role. in todays increasingly frequent flow of personnel, the enterprises who master the most valuable knowledge staf

6、f are increasingly becoming the competitiveness of the precious resources. and how to reduce the loss that the knowledge-type staff turnover brings to enterprise is a big problem of human resources department in enterprise should faced with. oriental expo company is one of the earliest established e

7、xhibition companies; business involves the exhibition design and build, and conference services, advertising planning and design, exhibition design and decoration, etc. have 160 knowledge-type employees. however, in recent years, due to the objective reasons, such as lack of correct concept of human

8、 resource management, lower management personnel quality, difficult talents promotion as well as the small development space, etc., talent employees quit rates continue to increase, have already arrived severely restricts enterprise of forward development level. the author has worked in internationa

9、l business department of the company for five years. personally feel the control methods that enterprise has done to the loss of talented people management are not proper, therefore, this essay tries to design a set of countermeasures for oriental exhibition company to reduce enterprise talent staff

10、 turnover, by establishing the concrete method of leaving communication procedures, organizing employee exit interview, establishing new employees databases etc. ways that can dig real quit reasons, combines with the authors personal feeling, advise some suggestions for improving from strengthening

11、human resources information management, completing personnel working backup, paying attention to using work teams, conducting contract constraint, etc., in the hope of improving employee satisfaction, reduce the excellent employee turnover. key words: private enterprise; knowledge-type staff; turnov

12、er; countermeasures table of contents1. introduction 5 2. summary of the preliminary research. 6 2.1 problem analysis 6 2.2.1 companys current situation 6 2.2.2 needs analysis 7 2.2.3 swot analysis 83. project objective and hypothesis 93.1 project goal &objective 93.2 project hypothesis 94. project

13、rationale 105. project design 10 5.1 planning of activities 10 5.1.1 activities with time-scale. 10 5.1.2 flow chart of the planned activities 12 5.1.3 people involved and their responsibilities 12 5.2 cost analysis 13 5.3 risk analysis 136. project implementation 13 6.1. general introduction of tim

14、e, place 13 6.2 the working steps of implementation 13 6.3 monitoring 147. project findings and discussion 15 7.1. findings of the project 158. conclusion 16bibliography 17appendix i: job satisfaction questionnaire 19appendix ii: pay satisfaction questionnaire 22searching for the reason of staff tur

15、nover in private enterprises- case study in oriental expo company1. introductionoriental expo company was the first established private enterprise in exhibition field, it has 300 employees, and half of them were knowledge-type stuff. it has 10 years history since it was founded. and it has accumulat

16、ed plenty of clients with long- relationship that other company cannot compare. the scope of business was covered with exhibition set-up & design; session service; advertising creative & design; exhibition rooms design & decoration, etc. the headquarters located in cbd area of beijing, and it has br

17、anch office in shanghai, chengdu, shenzhen and hong kong.however, the rate of knowledge-type staff turnover keep increasing in recent years, this caused very bad influence to the company. following three consequences is the most obvious: enterprise commercial secrets and core technology losing key p

18、osition vacancy cost of enterprise increasingbased on the hypothesis that as long as take effective management and control to the loss of talented people, the above mentioned problem could be solved. detailed actions are including: two-way type communication of information, trust employees, internal

19、 flow, and build scientific salary incentive system, to pay attention to the training and performance of staff practicing career planning. a two-month project was launched to design from january 1th, 2010 to february 28th, 2010. a series of activities was planned and carried out, such as getting ass

20、istance form our human recourse department, explain the idea to direct boss, gathering those information of leaving stuffs, making speech on an inner conference, and so on.before putting the plan into practice, i also devised some measures to control and manage potential risks.the outputs of the pro

21、ject were detailed countermeasures which could provide effect and efficient suggestions to the management of the company. in the whole process of this project, i adopted those helpful techniques and methods which john hilton introduced in his book “practical business project and proposal (2001)”. sc

22、ientific research methods of customer survey, such as focus group, face-to-face interviews, and swot analysis were used in the identification and analysis of the problems. flowchart, project framework and several other methods were also adopted in the design, implementation and evaluation of the pro

23、ject. within the two months after execution of the new measure, the project brought obvious effect, staffs loyalty effectively ascension, enterprise working atmosphere getting positive development, eventually, the enterprise sales profit increasing. 2. summary of the preliminary research2.1problemth

24、e problem was knowledge-based employees quit from oriental expo company produces serious adverse effects.2.2problem analysis2.2.1companys current situationu physical resources ,social and political environmentoriental expo company was one of the largest exhibition companies among the industry. its o

25、ffice automation degree are very high, each staff are equipped with advanced computer. the company implements the backend unified management, to prevent leak, all staff of the computer and email are at monitored state. u human resourcesthe company has more than 300 employees, consists of 8 departmen

26、ts, implement the general manager responsibility system, using flat management form. who take an important duties in the company is much is the boss relatives and friends. there is only one person in human resources department, which responsible for employee recruitment, training and c&b design and

27、management system, formulating no actual power. i was the manager of international business department, have three subordinate members, responsible for leading team members to finish the sales task. u financial statusthe company has more than 100 long-term customers and can undertake 300 multiple pr

28、ojects every year. the annual revenue reached rmb 30.25 million in 2009. in 2010 world expo, it has undertaken design and construction work for three world expo building, sales revenue was up to 1 billion. company staff wages is the lowest, and maintain years changeless, for the year-end bonus, spec

29、ific amount has to cater to the bosss preferences u pest analysischinas exhibition business has seen remarkable progress in recent years. especially, the world expo shanghai 2010 was held in china, related exhibition business was bloomy everywhere. the employment market of exhibition field in china

30、has ignited in recent years, as more multinational exhibition organizations has set up operations in china and local companies expand. individuals with transferable skills or working experiences have become a valuable commodity, and companies are battling to keep hold of them. to cope with the rapid

31、 development of the exhibition market, when knowledge-based employees threaten to leave the company, oriental expo company have to realize that they need to be more sophisticated in their approach to employee attraction and retention. 2 .2.2 needs and wants analysis of oriental expo companyto get a

32、clearer idea of the views and opinions of employee about the problem, two focus groups were organized. we made face-to-face interviews and telephone interviews with ten knowledge-based stuffs.the focus groups were as follows:1) 7 on-the job employees: 3 department managers, 4 employees who have work

33、ed in the company for two years.2) 3 already leaving employees:questions1) what attracted you to the join us?2) what do you think about surrounding colleagues work efficiency?3) are you satisfied with the work assigned to you?4) have you obtain obvious return in salary from your hard work?5) are you

34、 satisfied with the management of the company continuity and consistency? 6) whether you full of confidence to the companys future? why?7) could you please indicate what you enjoyed the most /the least about your employment with oriental expo company?complaints1) the job assigned at present does not

35、 match with employees initial desire. that lead to lower work enthusiasm. 2) earn less, but work hard, though to work for a large company, but the salary serious below the same level.3) weak leadership. the management of the company constantly changing, employee feel disoriented about the progress o

36、f the work.4) family-based enterprises management, talents promotion is quite difficult and development space is small.suggestions1) the company should established bidirectional type communication channels to understand employees view to company, to management and working life, the results of the su

37、rvey summary statistics should put forward to solve by department managers, and make the result to the public. 2) establish a set of scientific salary performance system, let the salary and performance link up, then employees labor value can reflect truly.3) as knowledge-type staff itself has strong

38、 flow intention, the enterprise may design an internal flow to reduce the possibility of brain drain, through internal rotation keep working interest.2.2.3 swot analysisstrengths the company was one of the first established companies in industry, which can attract more knowledge-type employee to joi

39、n in. enough department and staffs will be helpful for collecting samples, organizing plenty of questionnaire survey, both hr manager and i have high motive to find out the cause o f talented people losing, and formulate the corresponding solution countermeasures. we have the confidence to handle th

40、is suggestion well.weaknesses those already leaving employees do not accept investigation, below average rates of pay poor training weak leadership unreasonable expectations high turnover history opportunities increasing demand for exhibition business in world area 2010 world expo shanghai threats m

41、ore and more larger exhibition company produced new rivals paid more money to attract those experienced staff new rivals use new style of management and marketing strategy employee bring customers to rivalsoriental expo companys ultimate goal is to identifying the causes of staff turnover, to preven

42、t their profit keep declining. to achieve this goal, the company needs to deal appropriately with all of its weaknesses as well as some threats. if the oriental expo company can make good use of its strengths (one of the first established company in industry, large number of customers, young, energe

43、tic, and friendly staff; internationally certificate of honors; reputable facilities and services), grasp some golden opportunities (increasing demand for exhibition business in world area, 2010 world expo shanghai), avoid the threats (fierce competition from rivals, staffs inclination to change to

44、a fresh environment), and overcome its weaknesses (below average rates of pay, poor training, weak leadership, unreasonable expectations, high turnover history), its business will definitely improve.3.project objective and hypothesis3.1.project goal and objectivethe problem was knowledge-based emplo

45、yees quit from our company (oriental expo company) produces serious adverse effects. my goal is to develop a set of countermeasures for enterprise retaining qualified employees. the objective is declining the annual turnover rate of talents from 50% to 10% through taking a series of management and c

46、ontrol measures within the company, such as established bidirectional type communication channels, strengthen internal flow, and build scientific salary incentive system performance and pay attention to training mode,etc. 3.2. project hypothesisstatistics has shown that stuff turnover especially tho

47、se qualified and dedicated staff turnover leads to lower service quality, higher staff cost, more unstable employees and lower employees morale, and in the end the damage of the business. after my detailed suggestion and action, a majority of knowledge-type staffs will find a reason to stay in the c

48、ompany but not come out. it is hypothesized that as the new practice doing, the company will have a new look and the annual turnover rate of talents will decline from 50% to 10% respectively within two months.4.project rationaleproject rationalei read some books and articles on business and private

49、enterprise development. some of them impressed me so much. for example, chinese famous writer yang wenxuan stressed the importance of human resources management in private enterprise in his book “to examine the chinese enterprise(2000)”. huang mengfu, the chairman of national federation, analyzed th

50、e benefit of establishment of scientific salary performance system within a group in his writing “chinas private economic development report(2004)”. john hilton introduced some helpful techniques and methods in the textbook “practical business project and proposal (2001)”.the rationales on which my

51、project will be based are as follows: yang wenxuan (2000) stressed: “to get the full picture of how staff members view your practice and their position in it, youll need to hear directly from them. its important to regularly ask for feedback from entire staff in one-on-one meetings and staff meeting

52、s. this helps keep the leader constantly informed of whats working, what isnt working, whats changed and where improvements may be needed.” i believe that only when communication between employees and boss smoothly, employee will be more satisfied with the enterprise. this is where my hope lies.disc

53、ussing establishment of scientific salary performance system in a group, huang mengfu (2004) said: “if the enterprises salary system cannot do internal equality, justice, and coincide with the regional industry salary level, employees are easy to produce discontent mishandling. affect employee worki

54、ng enthusiasm directly, appears slacking, and even the brain drain phenomenon.” i have confidence that after establishing effective countermeasures, this action will help the company create and maintain a place where people want to work and stay.hilton (2001) introduced those particular techniques a

55、nd elements used in preparing a business proposal in the book titled “practical business project and proposal”. i used some of them to help me carry out my project, such as face-to-face interviews, focus groups, swot analysis, flowchart, project framework, and etc.“practical project design”(gu yuegu

56、o, 2002) demonstrates a complete procedure from the planning of a project to presenting project report step by step with convincing examples, which also includes problem analysis, project design, project implementation and project evaluation. 5.project design5.1.planning activities5.1.1 activities with time-scalethere are a series of activities planned to take place:1) using work time observing employe