How to hold the employee life cycle

Keyword: employee value at the end of life cycle management business management human resource management

Case one: always a growth-oriented enterprises, General Manager, recently he thought of the staff made up decently Xiao Wang. Xiao Wang is the company's employees. Its usual diligent dedication, work performance didn't say--customer satisfaction and colleagues praise, but nearly two years to the end of a pay rise, John always says I'm depressed angrily, and no wonder, the company's rapid growth, everyone has a considerable growth of salary, only his pitiful salary increase is small, and he also enters the company even he single-handedly brought up by the newcomers have become a business branch leader, xinqing earlier rose to he went ahead. He was questioned said: did I work company what is satisfaction? customer on my evaluation is not good enough? s always said to him, your salary at our company engaged in the same work of employees is the highest. In fact sheet total was contradictory: this company has been inverted tree speed and fast growth, the expectations of the staff is able to quickly expand its areas of responsibility, as a responsible business and then pull up a small class of people, to enable companies to grow geometrically type. Xiao Wang is a very good business people, but few years jobs and nature are no promotion and change, although clean, but the business cannot give him too high salary. Nor is it didn't try to let him do the Manager in charge of, but found that he was just a good soldier. His areas of responsibility, but can't even break expansion soils. However, there is no reason for the dismissal of qualified staff, what should I do?

Case 2: an advisory company received a rather strange cases: the one and only a few dozen people in companies to help develop the corporate governance structure, and corporate governance are usually only large company needs. The company President Zhao dong on consultants questions, says: do not establish a governance structure, the company cannot operate. In fact, a few years ago, zhaozong take of research results, invited the original unit of Lao Li, three colleagues clubbed partnership pursuing company, Zhao Dong, Lao Li and the other two individual owns 40% and 10%, 20% and 30% of the shares. Initially four per person and per level, engage in enterprise management of Lao Li is responsible for all company registration, approval, and so on large duct-work and corporate finance. I didn't expect to just two years company size from 10 to 100 which has increased more than tenfold, 000. In the gradual expansion of the company's scale, Lao's financial work first hired by the specialized financial officers, other work a little to be professionals, Lao Zhao Dong was elaborated to work. This time the company began to seek greater development, expectations and through dilution of equity could ESOP backbone employees, establishment of incentive mechanisms. Holders of equity is far less, terms of reference are continually shrinking of Lao Li finally to express his displeasure, and this is not a xiemoshalv? on commercial principles, the principles of trade-offs be human, as traders Zhao Dong the compliance with which?

Case comment: when the highest rates of employee turnover