Three kinds of pressure and help you retain talent

Keywords: pressure talent management human resource management enterprise management

From psychology and human point of view, when a person initially joining enterprise, yet adapted enterprises, or enterprises to have a certain pressure, his own active turnover intention is not strong. When he takes to the enterprise, a lot of work has been straightened, the continuous satisfaction of enterprises, the pressures are diminishing, think enterprise and work on his challenging are large, their personal desire for rapid expansion and job satisfaction for enterprises not directly proportional to the individual, not the strongest sense of stability.

Focus: small and medium-sized private enterprises, talent into the company, with ever increasing business, customer resource management, increasing its value, as long as ripe, "talent" to the boss "price", wages, jobs, and even threatened to resign phase, and the boss are most worried about is that they are capable of brain drain. In this way, between talent and boss launched a "game", talent psychology line in step by step to expand, but the boss's mental line in step by step back, result from cooperation to compromise, and the compromises become intransigent, equilibrium is finally broken, it has emerged between the employees and the enterprise "wordless outcomes."

In the face of enterprise employees desire eternal challenge later--how to retain talent, we actually do?

Warm Tip: many enterprises have proved that the staff's positive incentive is too large, such as material incentive too many side effects that may not forge ahead, at the same time, it will grow on individual heroism awareness talent self "price" will become more and more high, often keep talent. Using the reverse method "keep people" to form a moderate amount of pressure on the control of people, often receive a good balance effect, eventually not only retain the talent, but also to promote the talents of their own development.

Reverse the "keeping" trilogy Essentials: a reverse (reverse) pressure control of talents, the company corresponding to the outstanding talent in return, we must let them know your weaknesses and shortcomings, as well as other outstanding talent gaps, to improve and maintain a certain exit and rotation pressure while performing a strategic reserve to lower core enterprise on a (critical) dependence of talents.

First steps: the gap between talent assessment, formation pressure.

Build high-quality talent in the standard system, regularly conduct assessment on talent, formation evaluation report, including the benefits of the evaluation were to exist, and highlighted the shortcomings and gaps in high-quality personnel standards, through which individuals are very clear about its future improvement which direction. The key personnel evaluation standards and mandates, objectives and executives of rewards and punishments system combined with the enterprise strategy.

This examination is divided into short-term (quarterly or semi-annual) evaluation and assessment of long-term (year), each test should be based on the evaluators performance objective facts on its back, keep the pool is evaluation of the ratings dynamics, and to interview with evaluation, feedback assessments that gap, so that people knew from the required standard is still a gap, so that they have a certain pressure to efforts to improve continuously; at the same time, the organization personnel to participate in the "what qualities are required to successfully?" and "how to become a successful professional managers?" and so on training and management Salon of, so that they can control their own consciousness and behavior, identify gaps and weaknesses.