Searching for the reason of staff turnover in private enterprises

Searching for the reason of staff turnover in private enterprises论 文 摘 要随着知识经济时代到来,在私营企业中掌握最有价值的人才日益成为提升竞争力的宝贵资源.在人员流动日益频繁的今天, 如何降低人才流失给企业带来的损失是企业人力资源管理中的一大难题.员工的正常流动不仅能增加企业活力，还能激励人才竞争。但同时，就企业来说，人才的流失、员工忠诚度的下降，又会给经营发展战略、企业形象造成重大的损失。东方展览有限公司是业内最早成立的展览公司之一，业务涉及展览展示的设计与搭建、会议服务、广告策划与设计、展厅设计与装潢等方面。拥有知识型高技术员工160多人。但是，近几年来，由于公司缺乏正确的人力资源管理观念，管理人员素质偏低，人才晋升难、发展空间小等客观原因，优秀人才的离职率持续增高，已经到了严重制约企业向前发展的地步。本文作者就任于该公司国际业务部，供职5年。切身感受到企业对人才流失的管理和控制方式方法不够得当。因此本文用问卷调查的方式,试图以企业员工为研究对象,深入深入分析员工离职的原因，探讨员工在工作满意度、薪酬满意度等方面的实际需求。 力图通过设计本论文为东方展览有限公司领导奉献一套对人才流失进行管理和控制的实际措施。通过双向式信息沟通、内部流动激励、建立科学的薪酬绩效体系等具体方法对企业人才进行管理和控制，以期提高员工的满意度，降低优秀员工的离职率。本论文前期通过离职员工的分组问卷调查、SWOT分析法等研究方法找出对策设计的方向。中期在减少人才流失对策的设计和建设过程中，通过项目进度流程表、项目负责人工作日志等形式来检查和保证设计内容得到及时调整和如期完成。后期在对策建成试营阶段，主要采取前后优秀员工离职率的对比来进行评估。经过前期仔细的调查分析及切实可行的设计，中期认真的执行与改进和后期客观评估，本论文制订的针对私营企业知识型员工流失的管控措施得以顺利运营，有效调动了企业知识型员工的工作积极性，不但员工士气得到了鼓舞、企业工作氛围得到了改善，而且有效降低了企业人才的流失率，客户数量获得持续稳定快速增长。实践证明，掌握和用好最有价值的知识型员工是提升企业竞争力的法宝，只要以人为本，创新思维方向和管理模式，私营企业的发展将立于不败之地。关键字: 私营企业 人才 流失 对策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 depend 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 staff 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 exhibition 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 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 international 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 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 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; Turnover; 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 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 Time, 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 turnover 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 accumulated 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 branch 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 position 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 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 assistance 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 project 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)”. Scientific 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 project. 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 research2.1ProblemThe 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 office 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 departments, 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 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 projects 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, specific 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 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 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 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 worked 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 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 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 of 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 survey 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 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 join 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 this 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 More 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 prevent 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, energetic, 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 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 employees 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 control 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 those 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 company 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 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 the 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 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 meetings. 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.Discussing 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 working 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 and 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 Yueguo, 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 employees working atmosphere, and doing real-time records. 2) Participate in colleagues chat and understand their work attitude and idea, then making private notes. 3) Collating of notes and designing job satisfaction questionnaire and pay satisfaction questionnaire 4) Negotiating with HR manager and gain support from her, she represents HR department and sends the questionnaire to all employees, and request 5 working days reply.5) Organizing some of the on-the-job personnel interview, understand their work satisfaction, at the same time doing individual telephone interview on the left person, understand its reasons for leaving. 6) Take back questionnaires, in conjunction with those data collected by myself and making comparisons. Then come to a conclusion.7) Puts forward countermeasures There are some important sequences between these activities.First of all, I must observing employees working atmosphere when I am in office, and doing real-time records there. After then, I can participate in colleagues chat and understand their work attitude and ideas. Collating of notes and designing job satisfaction questionnaire and pay satisfaction questionnaire are my next step work. When HR manager agree to sent out all questionnaire and take back them in 5 days, I may organizing on-the-job personnel face-to-face interview and telephone interview. Next, I will do some comparison work, and then get a conclusion. Finally I can put forward countermeasures.It will take seven weeks to implement the project when it has been approved. And the Activity Flow Chart with time-scale can show how these activities are arranged.It will take seven weeks to implement the project when it has been approved.By the end of Week OneObtaining real-time records of employees working atmosphere. By the end of Week TwoMaking notes understand colleagues work attitude and idea.In Week Three