How to reduce employee turnover如何降低员工离职率John Z. YangFordham University GBA BiMBA, Peking UniversityWhy are employees leaving the organization-personal issues员工离职之个人原因•Family responsibilities 家庭责任•Plan to study MBA MBA进修计划•Plan to become self-employed 自己创业•Health reasons 健康原因•Spouse relocation 配偶工作地点变化•Imbalance between work and personal life 工作与个人生活的不平衡•Too long to commute to work places 上下班交通耗时Why are employees leaving the organization-careerissues 员工离职之职业发展原因•Lack of career / promotion opportunities 缺少职业发展及晋升机会•Mismatch between job and career goals 工作与职业目标不符•Lack of opportunity to develop new skills 缺少提高技能的机会•Lack of trust to make important decisions 缺少上级信任，无决策权•Limited training programs 培训机会有限•Glass ceiling 等级限制•Lack of challenging assignments 工作缺乏挑战性Why are employees leaving the organization-compensation员工离职之薪酬原因•Overall dissatisfaction with pay 对整体薪酬不满•Dissatisfaction with company benefits 对公司福利不满•Pay is below industry average 薪酬低于行业平均水平•Lack of incentives such as bonus/options 缺少激励机制，如奖金，期权等•Skills are not rewarded with better pay 技能未能得到更好的回报•Compensation is seniority-based 资历决定薪酬•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员工离职之工作原因•Gap between expectation and real work 工作内容与期望不符•Overwork with too many responsibilities 工作责任过重•No opportunity to use skills and knowledge技能和知识无法发挥•Uninteresting and unchallenging work 工作乏味无挑战性•Lack of clarity about job & responsibilities工作职责不清•Lack of quick feedback on performance 缺少对工作表现的反馈•Lack of trust from supervisors 上级缺少信任Why are employees leaving the organization-workrelationships员工离职之责任原因•Conflict with my immediate supervisor 与直接上级的矛盾•Conflict with my co-workers 与同事的矛盾•Conflict with my subordinates 与下级的矛盾•Conflict with customers and vendors 与客户及供货商的矛盾•Management has no confidence in me 管理层的不信任•Have lost trust in senior management 对高层管理人员失去信任•My immediate boss is a jerk 直接上司无能Why are employees leaving the organization-workstructure 员工离职之工作结构原因•Lack of flexible work arrangements 工作缺乏灵活性•Physical working environment is not good 工作环境不好•Inadequate systems support for the job 工作中缺少系统的支持•Receive little training to perform my job 几乎没有培训•Inadequate resources to accomplish job 缺少工作必要的资源•No recognition for my accomplishments 成绩得不到认可•Too much political obstacles to do my job 工作中的政治障碍过多Why are employees leaving the organization-management员工离职之管理原因•Lack of team spirits in the company 公司缺少团队精神•Lack of business integrity 缺乏商业诚信•Lack of good communication with staff 与员工缺乏沟通•Unclear company business strategies 公司战略不明确•Inconsistent company policies 公司政策缺乏一致性•Reluctant to innovate and change 不愿创新和改变•Too much uncertainties in the organization 公司不确定因素过多Key Factors Affecting Current Work Incentives of Chinese employees 影响中国员工工作积极性之主要因素Incentiv es &Motiv ates Supervisorand peerrelations Org anization form a nd type Corporate Culture Equity andfairness Job Security andstable employm’tJob content and jobposition Key Factors Affecting CurrentWork Incentives of ChineseSalary,welfare a ndBenefitsCareerdev elopment& Promotion影响中国员工工作积极性之主要因素稳定性与安全感工作动力职业发展与晋升机会薪酬福利公司文化公正公平上下级及同事关系工作内容与职位公司组织形式与性质How to reduce turnovers--some basic theories of motivation如何降低员工离职率-基本激励理论1. Theory of hierarchy of needs 需求层次理论2. The hygiene and motivating factors3. Social equity theory 社会公平理论4. Theory X and theory Y X理论与Y理论5. Expectation theory of motivation 激励的期望理论6. Reinforcement theory of motivation 激励的加强理论7. Job design theory of motivation 激励的工作设计理论How to reduce turnovers: two factor theory by FrederickHerzberg 如何降低离职率：双因素理论人的两大需求：•动物本能需求：吃，安全•人的特殊需求：成就满足感使人受到激励的因素•工作成就感•本人受到社会承认•工作本身的内涵与挑战•工作成长的机会•工作提拔的机会使人降低不满意的因素•公司政策，经理的监督行为，公司内部人与人的关系，工作环境工作条件，工资福利，公司地位，工作保障人力资源的三个理论：•组织科学理论：组织结构•工业工程理论：激励机制•行为科学理论：员工态度How to reduce turnovers--match imbedded interests with the job•能力，价值和人生追求的兴趣是使人工作高兴主要原因•好的经理必须善于观察发现员工最大的兴趣和特长。
•只有工作与人生内心深处的兴趣合拍时员工才肯留下•人生内心深处的兴趣是以价值为导向的，一生追求的一种热情，与个性有直接关系•这种兴趣未必与人的能力有关联，但是它可以使人兴奋，进而导致人对职业的忠诚•“工作雕塑”是把人和工作结为一体乃至使人把自己一生最憧憬的兴趣表现出来•工作雕塑要求经理扮演双重角色：侦探和心理学家。
•关键是：人们一生中都在按着别人的期望做事，对自己内心憧憬的兴趣一无所知。
•许多人找工作完全根据工作的收入合工资的水准。
•结论：员工追求的兴趣要与工作的性质密切结合起来Use Market Mechanism to retain employees by Peter Cappeli, HBR, Jan 2000•市场，不是公司，可以决定人员流动的走向•战略的转变：从降低人员流动到明确公司什么人在什么时间可能离开企业•公司目标不在于控制水的流出，而是水的流向和速度。
•把企业的人员分类：一类是企业期望永远保留下来的骨干；一类是短期的专业人员；一类是可有可无的员工。
•招聘好的但非一流的员工•“金手铐”的做法往往容易被其它公司模仿效用。
•股票期权手段往往无效而且起反作用。
这是卫生因素。
•设计奖金期权方案使员工把自己的命运拴在公司身上。
•针对特殊人才，企业重新设计工作的内涵以刺激积极性•根据员工技能，不是表现，在企业内部重新调整工作。