如何降低員工離職率(魅惑美妝培訓(xùn)課件)

1、How to reduce employee turnover如何降低員工離職率Why are employees leaving the organization-personal issues員工離職之個(gè)人原因 Family responsibilities 家庭責(zé)任 Plan to study MBA MBA進(jìn)修計(jì)劃 Plan to become self-employed 自己創(chuàng)業(yè) Health reasons 健康原因 Spouse relocation 配偶工作地點(diǎn)變化 Imbalance between work and personal life 工作與個(gè)人生活的不平衡 Too

2、 long to commute to work places 上下班交通耗時(shí)Why are employees leaving the organization-career issues 員工離職之職業(yè)發(fā)展原因 Lack of career / promotion opportunities 缺少職業(yè)發(fā)展及晉升機(jī)會(huì) Mismatch between job and career goals 工作與職業(yè)目標(biāo)不符 Lack of opportunity to develop new skills 缺少提高技能的機(jī)會(huì) Lack of trust to make important decisio

3、ns 缺少上級(jí)信任，無(wú)決策權(quán) Limited training programs 培訓(xùn)機(jī)會(huì)有限 Glass ceiling 等級(jí)限制 Lack of challenging assignments 工作缺乏挑戰(zhàn)性Why are employees leaving the organization-compensation員工離職之薪酬原因 Overall dissatisfaction with pay 對(duì)整體薪酬不滿(mǎn) Dissatisfaction with company benefits 對(duì)公司福利不滿(mǎn) Pay is below industry average 薪酬低于行業(yè)平均水平 L

4、ack of incentives such as bonus/options 缺少激勵(lì)機(jī)制，如獎(jiǎng)金，期權(quán)等 Skills are not rewarded with better pay 技能未能得到更好的回報(bào) Compensation is seniority-based 資歷決定薪酬 There is inequality in income distribution 公司存在收入分配的不平等Why are employees leaving the organization-job-related issues員工離職之工作原因 Gap between expectation and

5、real work 工作內(nèi)容與期望不符 Overwork with too many responsibilities 工作責(zé)任過(guò)重 No opportunity to use skills and knowledge技能和知識(shí)無(wú)法發(fā)揮 Uninteresting and unchallenging work 工作乏味無(wú)挑戰(zhàn)性 Lack of clarity about job & responsibilities工作職責(zé)不清 Lack of quick feedback on performance 缺少對(duì)工作表現(xiàn)的反饋 Lack of trust from supervisors

6、上級(jí)缺少信任Why are employees leaving the organization-work relationships員工離職之責(zé)任原因 Conflict with my immediate supervisor 與直接上級(jí)的矛盾 Conflict with my co-workers 與同事的矛盾 Conflict with my subordinates 與下級(jí)的矛盾 Conflict with customers and vendors 與客戶(hù)及供貨商的矛盾 Management has no confidence in me 管理層的不信任 Have lost trus

7、t in senior management 對(duì)高層管理人員失去信任 My immediate boss is a jerk 直接上司無(wú)能Why are employees leaving the organization-work structure 員工離職之工作結(jié)構(gòu)原因 Lack of flexible work arrangements 工作缺乏靈活性 Physical working environment is not good 工作環(huán)境不好 Inadequate systems support for the job 工作中缺少系統(tǒng)的支持 Receive little train

8、ing to perform my job 幾乎沒(méi)有培訓(xùn) Inadequate resources to accomplish job 缺少工作必要的資源 No recognition for my accomplishments 成績(jī)得不到認(rèn)可 Too much political obstacles to do my job 工作中的政治障礙過(guò)多Why are employees leaving the organization-management員工離職之管理原因 Lack of team spirits in the company 公司缺少團(tuán)隊(duì)精神 Lack of business

9、 integrity 缺乏商業(yè)誠(chéng)信 Lack of good communication with staff 與員工缺乏溝通 Unclear company business strategies 公司戰(zhàn)略不明確 Inconsistent company policies 公司政策缺乏一致性 Reluctant to innovate and change 不愿創(chuàng)新和改變 Too much uncertainties in the organization 公司不確定因素過(guò)多Incentives&MotivatesSupervisorand peerrelationsOrganiza

10、tion form and type Corporate CultureEquity andfairnessJob Security andstable employmtJob contentand jobpositionKey Factors Affecting CurrentKey Factors Affecting CurrentWork Incentives of ChineseWork Incentives of ChineseSalary,welfare andBenefitsCareerdevelopment& Promotion影響中國(guó)員工工作積極性之主要因素 穩(wěn)定性與

11、安全感工作動(dòng)力職業(yè)發(fā)展與晉升機(jī)會(huì)薪酬福利公司文化公正公平上下級(jí)及同事關(guān)系工作內(nèi)容與職位公司組織形式與性質(zhì)How to reduce turnovers-some basic theories of motivation如何降低員工離職率-基本激勵(lì)理論1. Theory of hierarchy of needs 需求層次理論2. The hygiene and motivating factors 3. Social equity theory 社會(huì)公平理論4. Theory X and theory Y X理論與Y理論5. Expectation theory of motivation 激

12、勵(lì)的期望理論6. Reinforcement theory of motivation 激勵(lì)的加強(qiáng)理論7. Job design theory of motivation 激勵(lì)的工作設(shè)計(jì)理論How to reduce turnovers: two factor theory by Frederick Herzberg 如何降低離職率：雙因素理論人的兩大需求：動(dòng)物本能需求：吃，安全人的特殊需求：成就滿(mǎn)足感 使人受到激勵(lì)的因素工作成就感本人受到社會(huì)承認(rèn)工作本身的內(nèi)涵與挑戰(zhàn)工作成長(zhǎng)的機(jī)會(huì)工作提拔的機(jī)會(huì)使人降低不滿(mǎn)意的因素公司政策， 經(jīng)理的監(jiān)督行為， 公司內(nèi)部人與人的關(guān)系，工作環(huán)境工作條件，工資福利，

13、公司地位，工作保障人力資源的三個(gè)理論：組織科學(xué)理論：組織結(jié)構(gòu)工業(yè)工程理論：激勵(lì)機(jī)制行為科學(xué)理論：?jiǎn)T工態(tài)度How to reduce turnovers-match imbedded interests with the job能力，價(jià)值和人生追求的興趣是使人工作高興主要原因好的經(jīng)理必須善于觀察發(fā)現(xiàn)員工最大的興趣和特長(zhǎng)。只有工作與人生內(nèi)心深處的興趣合拍時(shí)員工才肯留下人生內(nèi)心深處的興趣是以?xún)r(jià)值為導(dǎo)向的，一生追求的一種熱情，與個(gè)性有直接關(guān)系這種興趣未必與人的能力有關(guān)聯(lián)，但是它可以使人興奮，進(jìn)而導(dǎo)致人對(duì)職業(yè)的忠誠(chéng)“工作雕塑”是把人和工作結(jié)為一體乃至使人把自己一生最憧憬的興趣表現(xiàn)出來(lái)工作雕塑要求經(jīng)理扮演

14、雙重角色：偵探和心理學(xué)家。關(guān)鍵是：人們一生中都在按著別人的期望做事，對(duì)自己內(nèi)心憧憬的興趣一無(wú)所知。許多人找工作完全根據(jù)工作的收入合工資的水準(zhǔn)。結(jié)論：?jiǎn)T工追求的興趣要與工作的性質(zhì)密切結(jié)合起來(lái)Use Market Mechanism to retain employees by Peter Cappeli, HBR, Jan 2000市場(chǎng)，不是公司，可以決定人員流動(dòng)的走向戰(zhàn)略的轉(zhuǎn)變：從降低人員流動(dòng)到明確公司什么人在什么時(shí)間可能離開(kāi)企業(yè)公司目標(biāo)不在于控制水的流出，而是水的流向和速度。把企業(yè)的人員分類(lèi)：一類(lèi)是企業(yè)期望永遠(yuǎn)保留下來(lái)的骨干；一類(lèi)是短期的專(zhuān)業(yè)人員；一類(lèi)是可有可無(wú)的員工。招聘好的但非一流的員工

15、“金手銬”的做法往往容易被其它公司模仿效用。股票期權(quán)手段往往無(wú)效而且起反作用。這是衛(wèi)生因素。設(shè)計(jì)獎(jiǎng)金期權(quán)方案使員工把自己的命運(yùn)拴在公司身上。針對(duì)特殊人才，企業(yè)重新設(shè)計(jì)工作的內(nèi)涵以刺激積極性根據(jù)員工技能，不是表現(xiàn)，在企業(yè)內(nèi)部重新調(diào)整工作。鼓勵(lì)員工發(fā)展之間社會(huì)關(guān)系重新調(diào)整企業(yè)的地理位置。How to reduce turnovers: locate and retain young managers招聘方式：劃分勞務(wù)市場(chǎng)，明確招聘對(duì)象，設(shè)計(jì)新的工作環(huán)境留人策略：發(fā)放“留下”獎(jiǎng)金及各種不同類(lèi)型的激勵(lì)計(jì)劃。事業(yè)發(fā)展：制定短期和長(zhǎng)期員工事業(yè)發(fā)展的路線與規(guī)劃契約招聘 (OUTSOURCE)通過(guò)契約方式招聘

16、專(zhuān)家，技工和經(jīng)營(yíng)人員重新設(shè)計(jì)工作環(huán)境：靈活的工作時(shí)間，多樣的工作內(nèi)容，豐富的培訓(xùn)計(jì)劃，重表現(xiàn)的管理風(fēng)格，相應(yīng)人的企業(yè)文化How to reduce turnovers: establish merit-based practices 建立以績(jī)效為基礎(chǔ)的措施Merit-based salaries 績(jī)效工資Merit-based benefits績(jī)效福利Merit-based promoti基于績(jī)效的升遷Link skills with pay 收入與技能掛鉤Link training with pay 收入與培訓(xùn)掛鉤Pay on job analysis 收入基于工作分析Positive re

17、inforcement 積極的強(qiáng)化Negative reinforceme消極強(qiáng)化Options based on performance 基于表現(xiàn)的期權(quán)Bonuses based on performance appraisal 根據(jù)表現(xiàn)評(píng)估結(jié)果決定獎(jiǎng)金Reward team work and individual work 對(duì)團(tuán)體的工作和個(gè)人的工作給予回報(bào)Little use of seniority-based principles 盡可能不以資歷為薪酬基礎(chǔ)How to reduce turnovers: enhance career development 加強(qiáng)職業(yè)發(fā)展 Regular

18、 job training 一般崗位培訓(xùn)Off the job learning 工作以外的學(xué)習(xí)Encourage job rotation 鼓勵(lì)崗位輪換Internal job postings 內(nèi)部職位招聘Match job with staff core competences 工作與員工核心能力一致Make jobs more interesting/challenging 提高工作的趣味性/挑戰(zhàn)性360 degree job evaluation 360度工作評(píng)估Short and long-term performance appraisal短期與長(zhǎng)期表現(xiàn)的評(píng)估Quick feedback 快速反饋Specialist track based on skill sets 基于技能的職業(yè)道路Generalist track based on overall knowledge 基于一般知識(shí)的職業(yè)道路How to reduce turnovers: Build competent management teams 建立能勝任的管理隊(duì)伍CEOs vision CEO的遠(yuǎn)見(jiàn)卓識(shí) Corporate mission 公司使命Unique firm culture 獨(dú)特的公司文化Establish trust 建立信任Develop cl