How to get rid of brain drain in floor companies

Although the current floor industry has fallen into a relatively depressed state, the crisis often contains enormous opportunities for development. Many flooring companies have begun to plan for the future and look for ways to transform and upgrade. However, the talent shortage becomes a higher level for flooring companies. One of the restrictive factors for development is that many high-quality talents do not hesitate to spend “a lot of money” on the floor. However, the continued increase in the cost of rewards has caused these companies to feel overwhelmed. How to build, how to manage, and how to improve the human resources of the flooring companies in the next step has become a problem that must be solved by each company.

The salary increase is not an all-embracing "reward investment more and more, but did not let the company get rid of the talent shortage, especially those who have key skills or outstanding performance." Experts said. Although most companies believe that employees choose to join a new company or leave the current employer, all of them are making money, but sometimes companies can retain or attract talents, but in fact only a little bit of change.

However, research from authoritative organizations shows that both employers and employees believe that compensation and development opportunities are the main factors, but the two parties also have differences in other factors, such as job security and better medical benefits and pensions. If the company can communicate well in this area, it will make employees feel at ease.

Many flooring companies believe that "competitive basic wages" are the primary factors that employees choose to join a new company. On the other hand, the greater attempt by employees to change jobs is to seek space for development, that is, to achieve promotion and development. It can be seen that the employer has overemphasized the role of compensation, and that if any company can win a career development path for employees, it will undoubtedly be more favored by talents.

The pressure to improve employer brand communication by attracting talents, how to increase employers’ brand and increase the attractiveness of talents has become a topic of concern for many companies. Many companies already have a formal employee value proposition. “But the Chinese employers’ brand construction is mainly due to the pressure of attracting talents, but they have insufficient understanding of the role of improving the human resources system and business goals, corporate brand consistency, supporting change management, and managing employee expectations.” .

To build an employer brand that can attract key talent, we must first understand the main drivers of talent in the market. However, according to investigations by relevant organizations, the connotations of employer brands highlighted by Chinese companies are somewhat different from those of employees. At the same time, it is also necessary for potential employees and employees to understand the meaning of employer brands through effective communication. Chinese companies do not seem to be confident in this regard. Many companies have shown ambiguous attitudes toward effectively communicating their employer brands. They are not sure whether the position of their employer brand is in line with the current market position of the company. It can be seen that there is still much room for improvement in terms of the effectiveness of employer brand communication, consistency with corporate positioning, and stability and sustainability.

The career development system needs to implement the current professional career planning mechanism of Chinese companies is not perfect. For example, when talking about the three main obstacles that affect the promotion of employees, employers and employees have reached a consensus on at least two points, and they think that there are no positions at all. Promotion opportunities, it is difficult to get the opportunity to mobilize or move laterally within the organization. Some companies are aware of this problem and have also begun to establish and deepen employee career development plans as one of the key areas for talent management in the future. However, most companies have rarely focused on building a truly professional career development system in the past few years. Just simply took a "fancy".

In this regard, experts suggest that we must use a more scientific and systematic approach to build a professional career ladder. Enterprises should effectively use the opportunity to build a career development system and re-evaluate the talent standards for relevant positions, and the established talent standards must be connected with the company's phased strategic requirements and systematically integrate with the existing position system; at the same time, According to the company's resource situation, design a possible development path and make the best choice for employees to create more development opportunities and control management costs. The career development system is not an “adornment” used by companies to retain their talents. To make it happen, it must seamlessly link with the various systems of human resources, such as the position system, reward system, performance management, and training system. .