How to Solve the High Turnover Rate and Difficult Recruitment?

It is known that the turnover rate of Chinese employees has exceeded the world average in recent years. The turnover rate had reached 18.9% by 2019, which was extremely rare data in the world. Germany, another industrial power, is the opposite of China. Germany has always had a low turnover rate, which is one of the lowest countries in the world, less than 2%, and less than one ninth of China. On the other hand, China's demographic dividend has declined, making it more and more difficult for recruitment, forming a negative superposition effect with the high turnover rate, which has led to a prominent talent bottleneck in many enterprises in recent years. Several experts and consultants from the SuccessHR Capital Institute conducted a special discussion on this issue, studied and analyzed the negative impact of high turnover rate on enterprises, reasons and improvement plans, and put forward the following views and suggestions.

*Data source: 51job Human Resources Research Center

Enterprise strategy is hard to implement

Usually, the enterprise will make a strategic plan at the beginning of the year, and appoint a suitable person to lead and follow up. If relevant personnel resign in the future implementation process, the overall plan will be delayed or even impossible.

Corporate reputation has declined

The outside world often subjectively judges that there are problems in the self management of companies with high turnover rate, even if there may be other reasons. However, regardless of the reason, it has a negative impact on the product promotion and external image of the enterprise and is difficult to be recognized by the public.

Corporate culture is difficult to consolidate

With frequent recruitment of new employees and low proportion of veteran staff, the corporate culture cannot be implemented. New employees are also difficult to have a sense of belonging and identification with the enterprise, and the turnover rate is high.

The cost of enterprises is greatly increased due to the high turnover rate

The most direct harm brought by the high turnover rate is the increase of enterprise costs, including recruitment costs, training costs and time costs. The recruitment cost of enterprises has become higher and higher in recent years, especially the cost of a series of training and integration of new employees into the environment. Once the new employee leaves, the burden of the enterprise will be greatly increased.

The coherence of work is interrupted by the resignation of the veteran staff

The veteran staff who has been engaged in specific posts for many years can skillfully handle the work matters in most cases, and can also calmly deal with sudden situations. After new employees take over, they still need time to get familiar with work matters, which will inevitably lead to a decrease in consistency.

Employees' work enthusiasm is reduced due to high turnover rate

It can be imagined that if a company has a high turnover rate, the remaining employees will also have a sense of crisis, thinking that they may be the next to leave, thus reducing their enthusiasm for work.

From the perspective of employees, one of the reasons for leaving is that employees do not recognize their industry and want to change careers. In addition, employees are highly dissatisfied with their companies. For example, the office is far away from home, the office environment is not satisfactory, or they do not agree with the work philosophy of the company's leaders, and more friction with colleagues is also the reason for the final resignation.

From the perspective of the enterprise, the imprecise positioning of the required talents and the imprecise talent portrait lead to the low degree of person post matching after the new employees enter the position, and the new employees have difficulties in adapting to the position and finally leave the position; Then, enterprise regulations fail to be people-oriented. The impersonal and rigid enterprise system is easy to cause the loss of employees; Moreover, the salary promotion of the enterprise does not conform to the expectations of the employees, and the employees have their own considerations about the work value. When the current salary level of the enterprise can not match the employee's pay, and the prospect of promotion is not clear, employees begin to seek opportunities outside.

The above analysis shows that the high turnover rate of employees brings many hazards. This paper suggests that enterprises can improve their turnover from the following aspects:

Just as preferences vary from person to person, different individuals prefer different corporate cultures. There are two mainstream corporate cultures:

Striving corporate culture

Such companies usually prefer to recruit employees who are striving for success. Even though there are longer working hours and larger workload, generous remuneration and salary follow. The whole company atmosphere is passionate and positive. They are always customer-oriented to maximize the interests of enterprises and individuals.

Humanistic corporate culture

Such companies do not recognize the above striving culture, but insist on people-oriented, do not require employees to work overtime, and do not pursue the rapid growth of the company's size or profits. Of course, the salary and remuneration can not be compared with those of the above companies, but the employees can achieve better work life balance.