How Should Shoes Enterprises Face The Problem Of Employee Turnover?

The two or three month of the year is a headache for business owners and executives.

From time to time, the same feeling came out: the soldiers in the camp of the iron camp! The February and March is the volatility of the company employees after the new year.

Generally speaking, the excellent employees of the first tier enterprises are being picked up by two or three line enterprises, and the two or three line enterprises are being picked up by the three or four line enterprises. "Bringing the doctrine" is considered by many enterprises to be a quicker way than their own training, especially for some core posts of marketing, production and technology, from which the competitors can compete with their competitors, which can not only strengthen themselves, but also weaken their competitors.

Employees stay in an enterprise for a long time. If the position and salary do not increase, or fail to achieve their own growth expectations, or the students and colleagues who are starting out with them are quite different, or they can not learn anything from the existing enterprises and superiors, employees will choose job hopping because of the problem of "ceiling".

How to solve the problem of "iron soldiers in the barracks"? Some enterprises have fully realized this problem, and have made positive practice and achieved better market results.

This is the "internal staff entrepreneurship plan".

That is, enterprises provide some financial support to help their own employees, especially those on the sales front line, become their own brand global brand network and product regional agents or regional distributors, so that their employees can become their own brand dealers distributors, and provide workers with a self.

The implementation of "internal employee entrepreneurship plan" is a win-win for employees of enterprises and enterprises.

First, the employees have a steady psychological expectation for the future, and they will work harder and invest more in their work. Instead of being a monk in a day, they always feel like working for others without enthusiasm and initiative. Two, they should enhance their sense of belonging and team cohesion, establish a "firewall Global brand network" for their competitors, and three, employees in the enterprise have a higher degree of familiarity and identity with the company's culture and system. After they become distributors, they will have better coordination and tacit understanding with the enterprises, thus saving a lot of education costs and communication costs between the enterprises and dealers.

How to do well in the "internal employee entrepreneurship plan", first, the enterprise must have a clear and written system to support employees' entrepreneurship, so that employees can have a stable psychological expectation; two, establish a typical example of internal staff entrepreneurship, let employees see for real, the power of example is endless; three, we must promote the internal entrepreneurship plan in line with the principle of fairness, justice and openness, and form a good monitoring mechanism to avoid.