What to do about high staff turnover
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Those with capabilities went into management, those with skills went to the functional departments; those who saw no future in it left, and what remained were those without capabilities, skills, or ambition. . . I’m not sure whether this counts as getting rid of the bad elements or retaining them. ? ? ! !
The poster’s concerns are understandable; in fact, many organizations are like this. After all, more people stay on, and those who remain, whether in management or functional departments, are still part of the company. At the most basic level, work teams are places where skilled workers gather; they also serve as the first step in training technical and managerial personnel. As technology advances and operating procedures become more refined, it is normal for there to be turnover among the staff. As the saying goes, \"new talents emerge from time to time.\" It is likely that new people will take over soon, and they may even perform better; however, some guidance is needed during the initial stage. The flow of people presents good opportunities for others and is an objective necessity.
This is a critical issue that requires leadership to take overall control
It is completely normal for there to be turnover in positions; one must strive for opportunities on their own, and create their own destiny!
There is a reason for freedom; it’s just that the cause has not been found
There is a reason for freedom; it’s just that the cause has not been found
There is a reason for freedom; it’s just that the cause has not been found
Staff turnover is normal; a turnover rate that does not exceed a certain level has little impact on a company’s development
The original poster meant “flowing,” not “losing.” This is a problem that exists in many companies; those with superior skills are given positions of power, and many leaders prefer to promote managers rather than focusing on the development of the frontline staff. Everyone is busy with showy gestures, compiling materials, and making management arrangements – so who will do the actual work? Truly excellent entrepreneurs know how to retain the key technical staff at the front line. In my opinion, it’s better to have staff from functional departments who possess hands-on experience at the grassroots level and strong capabilities, rather than those who can’t even distinguish between globe valves and gate valves and only know that those who are good at \"assessments\" are superior. It should at least have the ability to “guide”. Internal transfers within a company are even gentler than those resulting from resigning from a position. It can be seen that most of those in higher positions are from state-owned enterprises, while private or mixed-ownership enterprises have a very high turnover rate due to working conditions and compensation. I work in a company with a mixed management system; the vast majority of workers in frontline positions are engaged in part-time work alongside farming. This month, two key employees left as well, both because the salary was too low and they found better jobs and decided to resign. That guy who went to Madagascar – his wife is still working in one of those tough-to-fill positions in our workshop. Once again, he drew a map for her to show her where her husband was now, and he also told her how to explain to their two daughters the hardships their father went through. Yesterday, she finally convinced her mother-in-law and decided to continue working (there’s a screenshot of the conversation with her on WeChat; it seems impossible to upload it)…. \"Emotional bonds and favorable conditions are used to retain employees,\" and what grassroots managers can do more of is to make reasonable arrangements in order to retain people through emotional connections ； Do benefits retain employees? It’s a matter for the bosses and executives to consider.
Personnel turnover or loss is normal. From the perspective of investors or managers, hiring requires financial investment, and it is also necessary to make distinctions based on different circumstances. Providing talented individuals with opportunities for advancement, proper compensation, benefits, and training are all effective measures to retain talent ； Provide necessary training to ordinary people to enable them to meet basic work requirements ； Unsuitable people should be eliminated to prevent one bad element from ruining everything. From a personal perspective, compensation is important, as is the opportunity for advancement. What’s more important still is maintaining a learning mindset; without it, there are no chances at all.