Use the two-pronged approach to reduce the rate of job hopping

Keyword: job hopping rate workplace HR payroll management soft method

Millet is a company's Marketing Manager, along with the new year, he is looking forward to a breakthrough in the work, but also in the calculation of the number of bonus. At this time, his desk phone rang, it was two years ago he referred to the company's Executive Search telephones, asked him to have the intention to change jobs, and referred to the current position of a Director is very suitable for him. Millet brooding, your own if you stay in the company, the least but also two or three years before they had the opportunity of promotion to the post, if you quit Word, not only the dream come true and immediately, while salary turned over several times, it's worth a try ...

Such examples before and after the Spring Festival. Many companies like millet such middle-level executives are faced with this or another external temptation, if a little on the existing work of discontent, most likely in the years after running away.

Watson Wyatt in 2006 overall reward survey data show that the Shanghai area non-financial sector experienced professional and middle management of the total turnover of about 14.1%, compared to the overall average 12.7% 1.4 percentage points. These people are usually between the ages of 30-35 years old, to enter the job market for about 10 years or so of the backbone of the company, support the development of backbone enterprises. They are knowledgeable in business, more work can lead the team, and one of the most outstanding is the company's future development of the powerful back-up team, we frequently advise enterprises to special reserved key talent. In General, non-expected turnover of top talent on the enterprise cost beyond the employee's pay three times the loss of the enterprise is difficult to measure.

Why should they choose to leave? many companies to do this, but previously mentioned various external temptation is often mentioned by the human resources, they often say, "because the other company has more than us several times salary, while these hurdles are often on the value of money". Yes, in the market and the competitive environment, to find superior talent, of course, have to pay more costs, at present in China such a rapidly developing market, never missing a trip just to win the talents of employers.

After years of consulting experience, and many, many, all kinds of companies contact, I feel the temptation of talent due to external and job-hopping shouldn't be blamed because the older people are usually in pursuit of personal, family and career three key developmental stages of life. Money and development for them are important, because many of them are subjected to no small economic pressure: repayment mortgage, marriage, child education, support parents, etc. Of course, this is also the accumulated wealth in their life.