如何降低員工離職率How to reduce employee turnover(ppt)
How to reduce employee turnover 如何降低員工離職率
John Z. Yang
Fordham University GBA
BiMBA, Peking University
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 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 decisions 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
Dissatisfaction with company benefits 對(duì)公司福利不滿
Pay is below industry average 薪酬低于行業(yè)平均水平
Lack 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 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 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 與客戶及供貨商的矛盾
Management has no confidence in me 管理層的不信任
Have lost trust 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 training 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 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


Key Factors Affecting Current Work Incentives of Chinese employees 影響中國(guó)員工工作積極性之主要因素
影響中國(guó)員工工作積極性之主要因素

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，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)心深處的興趣是以價(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：一類是企業(yè)期望永遠(yuǎn)保留下來(lái)的骨干；一類是短期的專業(yè)人員；一類是可有可無(wú)的員工。
招聘好的但非一流的員工
“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)契約方式招聘專家，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 reinforcement 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 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
CEO’s 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 clear business strategies and tactics 形成明確的戰(zhàn)略策略
Sensitive to human needs and growth 對(duì)人的需求和成長(zhǎng)具有敏感性


Task/human oriented 工作為本/以人為本
Flat firm structure 平坦型結(jié)構(gòu)
Team-based matrixes 以團(tuán)隊(duì)為基礎(chǔ)的矩陣結(jié)構(gòu)
Quick response to market changes 對(duì)市場(chǎng)變化的快速反應(yīng)
Define responsibilities and incentives 確定責(zé)任和激勵(lì)因素
Never behave as jerk 永遠(yuǎn)不要做蠢人




如何降低員工離職率How to reduce employee turnover(ppt)