HR keeps people for actual combat

HR keeps people for actual combat. In the battle for talents, it is not only difficult to recruit people, but also difficult to keep them! In order to retain talents, many enterprises have tried various methods, but the effect is not obvious, so how to retain talents? Let's watch HR stay in actual combat. HR Stay in Actual Combat 1

On December 12th, 215, the HR Salon with the theme of "HR Stay in Actual Combat-Employee Happiness Points Plan" was held as scheduled in Hongde International Hotel, Tianhe District, Guangzhou, sponsored by the Human Resources Professional Committee of the Beauty Cosmetics Chamber of Commerce of the All-China Federation of Industry and Commerce and exclusively hosted by 138 Beauty Talent Network.

In essence, this HR salon is more inclined to a practical course, where nearly 5 human resources practitioners from major beauty companies come together to learn how to retain talents and how to manage "wayward" employees by different means.

At the beginning of the activity, Mr. Zheng Weidan, co-founder of 138 Beauty Talent Network, general manager of online recruitment of 138 Beauty Talent Network and deputy director of human resources professional committee, delivered a speech on the stage.

He pointed out that human resources should not only look for resources, but also turn resources into capital and keep people to do more valuable things, so HR should create value rather than just do recruitment.

At the same time, he also stressed the need to promote the development of the human resources system through practical actions, and believed that although HR devoted himself enthusiastically to the human resources industry, there were few learning opportunities and time.

Therefore, more HR salons will be held in the next 138, and HR practitioners are also welcome to join the research team on the human resources status of the American industry in China, so as to make suggestions and suggestions for the human resources status quo of the American industry.

This activity also invited Mr. Anny, the general manager of Guangzhou Juqi Human Resources Co., Ltd. and the deputy director of the Human Resources Professional Committee.

As soon as she took the stage, she threw out two questions: "Is HR good? Do employees manage well? " Quickly poked the pain points of the HR people present. When it comes to team management, teacher Anny thinks that the management team is wandering between system and humanity.

the same frequency can only vibrate, and when the magnetic fields are combined, the same frequency will vibrate. Why is it difficult to manage the post-9s generation? Teacher Anny pointed out that you must first understand what kind of group they are. The post-9s generation yearns for the spiritual level and pursues freedom and creativity. Naturally, you can't manage them by managing the post-7s and 8s employees.

after Mr. Anny teased himself about "throwing bricks to attract jade", the heavyweight expert lecturer of this activity, Mr. Zhu Xianchun, appeared.

before explaining the course "employee happiness integral plan-dynamic performance development method", he divided the HR staff present into five groups to conduct integral competition, and five groups, namely, Happiness Team, Happy Team, Beyond Team, Perfect Team and Geili Team, were born.

Pre-class drill: the "people" in the enterprise

Teacher Zhu gave you an exercise question about the association of "big", and explained the positions of "organizational strength", "cultural strength", "marketing strength", "product strength" and "strategic planning strength" respectively.

In order to help the team win points, all the team members spoke enthusiastically. Finally, Mr. Zhu pointed out that this is the "five forces" analysis model of enterprise growth. Product strength and marketing strength should be the most important and the two most important strengths of every company.

and the two should be balanced in general, otherwise it is a waste of resources. The "strategic planning power" is in the mind position, because the boss is well guided, and the docking strategy will have practical results. Organizational power and cultural power are also intangible and tangible balance.

course 1. from "human management" to "people-oriented management"

if there is no "people", will the enterprise still be big? Teacher Zhu talked about this problem in the book "Three Ways of Enterprise Driving". He thinks that enterprises can't go far without strategic driving. The ultimate goal of enterprise drive is people-oriented drive, that is, to meet people-oriented needs.

new talent formula = competent ability x willingness to work x creating happiness in work, so whether managers can bring happiness to the organization is the most critical.

In the second interactive session, Mr. Zhu asked three questions about a story of three masons, so that each group could freely express their views. Among them, the member of the Perfect Team said that if one of the three people wants to enter the company, she will choose the second one, because such a person has clear goals, practical experience and easy control.

Mr. Zhu also expressed his point of view: the first kind of person is a contradiction, and it is also the majority person in the enterprise; The second type is a technical person. If you agree with the company, it will be very good. Once you don't agree, it will exceed his bottom line, then he will leave without reason. This kind of person is very few; And three kinds of people are hard to find.

On how to "grasp people-oriented needs", Mr. Zhu talked about Maslow's hierarchy theory of needs, and the hierarchy of self-needs, respect needs, social needs, safety needs and physiological needs must be met.

the characteristics of employees' satisfaction with people-oriented needs are: employees' sense of fairness and justice mainly comes from stability; The sense of belonging of employees mainly comes from initiative; As long as employees' sense of accomplishment comes from enterprising.

course 2. what is the "happiness points plan"?

Mr. Zhu shared the promotional video of Shenzhen Mobile-Fufen, briefly introduced the background and related cases of the Happiness Points Plan, and explained what the Happiness Points Plan is.

In addition, he explained it by showing charts: the value analysis of the Happiness Points Plan, the operation map of the Happiness Points Plan and the operation mechanism of the Happiness Points Plan. Teacher Zhu emphasized that the process of employees getting points is the process of creating value for the company.

course 3: how to implement the "happiness points plan"?

how to realize the organic combination with management activities? How to reflect the management orientation of the company and departments? How to make employees happy to "act"? How to establish employee dynamic "behavior" files through integral acquisition, and then realize the in-depth development of human resources?

how to make the "happiness points plan" run at low cost and high efficiency through the IT support platform? For this series of main problems that need to be solved in the "Happiness Points Plan", Mr. Zhu has prepared some dry goods for everyone: resource allocation and reward options, IT support platform solutions, and deep application of the Happiness Points Plan.

at last, in the questioning session, HR expressed their confusion about the "happiness points plan". Some HR asked whether the points plan is only suitable for large enterprises and can it be used by small enterprises. Teacher Zhu answered that small companies also have implementation plans of small companies, so don't complicate them.

HR also mentioned that in the US industry, the points plan is suitable for back office staff but not for highly mobile salespeople, especially the post-9s employees who often "willfully" leave their jobs.

In response to this, Mr. Zhu can say it in the opposite direction, because he will leave only if he has not set up this plan. If it is set well, it will be effective if it continues.

HR also boldly asked, what should I do if the boss doesn't want to give benefits to employees and wants employees to do well and steadily, and the points plan doesn't seem to work?

Mr. Zhu replied in reverse thinking, assuming he is willing, he will produce whatever he puts in. How to measure the investment-output ratio? Depending on different bosses in different enterprises, it is good to have a good performance and form a virtuous circle, and you will definitely feel the changes in employees' mental outlook.

After several rounds of interaction, the results of the on-site integral competition came out, and finally the Happy Team won, and each team member won the mysterious prize of Teacher Zhu. HR retaining people for actual combat 2

1. Retaining people skills

(1) Giving people a sense of security

Why do you make core employees loyal to you? You should give them a sense of security-as long as you are willing to work hard, the company will not treat you badly in the future.

this is not just a sentence, it must be made for employees to see.

Be kind to the long-serving old employees, and establish the internal security mechanism of "one party has difficulties and all parties support" and "the old people have a sense of security".

For example:

Basic benefits: five insurances and one gold;

Old employee benefits: employees of foreign companies who have worked for 2 years can enjoy the lifelong employee benefits system (in addition to the normal social security, the enterprise will issue an extra pension), seniority wages, and other commercial insurance for old employees who have worked for more than 5 years;

employee subsidy: the company can set aside a part of its profits every month and set up a subsidy fund to help employees in difficulty in the company.

(2) Creating corporate culture

An excellent corporate culture cannot be built in a day or two.

it needs to gather the strengths of many families, accumulate over time, and then extract from them to be unique, so that the corporate culture built can stand the test and be valuable.

however, it is very difficult for our employees to see this, and they will not care how you create the corporate culture.

all they ask is to work in a harmonious, relaxed, just, fair, enterprising and United team, and he will be happy and refreshed.

Therefore, our managers should try their best to create such a cultural atmosphere. With this atmosphere, the team will be cohesive. For a cohesive team, if employees want to leave, you can only ensure that your turnover rate will not be too low through compulsory layoffs.

(3) Give a development platform

Give employees a space for development and a platform for promotion, give employees hope and give them motivation.

An enterprise with no hope and no prospect can not arouse the enthusiasm of its employees in any case, and it is impossible for such an enterprise to let its employees stay in the company with peace of mind.

(4) Willing to take the initiative to make mistakes

Undoubtedly, the management level of leaders has a great influence on the development of the company.

similarly, the charisma and management style of leaders also greatly affect the work enthusiasm of employees and the stability of the team.

In order to establish their prestige in the eyes of higher-level leaders or employees, or to save their face, many leaders often blame their mistakes on employees, let alone take responsibility for them.

The consequence of this is that your temporary prestige or face may be saved.

However, as time goes by, what is lost in employees' minds may not be as simple as prestige or face, but the long-term respect and trust of employees will be lost.

(5) Communication between superiors and subordinates

Some employees may leave their jobs because they are unhappy with their superiors.

HR needs to communicate with talents and their immediate leaders, find out the root of the problem and solve it accordingly.

if the contradiction cannot be reconciled, according to the ability, provide appropriate opportunities for talents to change departments.

(6) According to the comprehensive evaluation salary

Some employees leave their jobs not because they are given less money, but because they are uncomfortable because of lack of fairness. "The same working conditions, the same job content and different salary" will cause employees to leave their jobs.

HR needs to pay the basic salary according to the comprehensive factors of employees' ability and capital, and allocate funds based on the value created by employees for the company or project.

(7) Talk more and find out more

The method of "questionnaire+interview" can be used. The interview can be summarized in the form of chatting and talking, affirming the performance of each employee for one year, finding out everyone's advantages and amplifying praise.

Then, as a friend, tell her that she plans to give her a small surprise next year, which should be cashed.

This kind of talk should never be a work talk, but a heart-to-heart talk, so as to know what employees are thinking and whether they have plans to leave next year.

It seems that chatting is actually a thorough investigation. We have a general idea of whether employees can come back after the holiday and make a statistical report to focus on "dangerous people".

2. Talk about retaining people

Do you think you can really retain people when you know the skills of retaining people?

you need to know something about keeping people, so that you can arouse a buzz with employees and keep them!

(1) "I can understand you"

Ma Yun said: When employees leave their jobs, they are either aggrieved by their hearts or money.

However, any problem that can be solved with money is not a problem, so let's discuss the problem of "heart injustice" for the time being.

HR should study psychology more or less. People's needs always want attention, so the more you know about him, the closer you will be.

I might as well express "I can understand you" when communicating, which will cause a * * * sound and lead to real grievances.

(2) "We all see your value"

It is also a question of people's needs, and people's needs always want to be recognized.

So before the interview, you might as well collect some employees' small contributions to the company. At this time, big contributions are not as effective as small contributions.

Then, during the interview, take out the collected contributions and sincerely say "We all see your value".

(3) "We can give you a bright future"

HR should be familiar with the promotion channels for employees, and you should know how to develop what positions.

But this trick should be used with caution. To ensure that the way you draw for employees is feasible, it is best to discuss it with the department head in advance.

If the employee's work ability is outstanding, and the department head indicates that there may be promotion opportunities, just throw this sentence out and hook the employee back.

Through this trick, employees will feel that you not only understand me and recognize me, but also put yourself in my future, which should be touched at this moment.

if you really want to retain employees, you should really let the corporate culture move people's hearts, and let them work in a company with three views, which can not only ensure the enthusiasm of employees, but also enhance the core competitiveness of enterprises.