[Spit For Fast] Employees' Job Hopping Enterprises Entanglements

Employees from an enterprise "

"More and more common to other enterprises, and more and more attention has been paid to enterprises, so more and more enterprises have established the corporate culture that fostering employees' loyalty to enterprises.

As a matter of fact, after the reform and opening up, the most advanced concept of enterprises is "strict management", and management is the core of corporate culture.

The reason is that in the past when state owned enterprises ruled the whole world, enterprises had natural loyalty to their employees. At least, from the face of appearances, enterprises would call employees the owners of enterprises, and the "iron rice bowl" system could not make employees switch jobs.

The development and deepening of market economy makes labor mobility more free and the phenomenon of "job hopping" is common.

Loyal enterprises and selfless devotion seem to be the "bright future" of enterprises. The choice of people's employment is more inclined to higher salaries and higher vocational education. Money has become an important target for people to pursue. Job hopping has become an irresistible social phenomenon.

In the 90s of last century, there was a state-owned enterprise in Zhengzhou. Even when it began to decline, some private enterprises had to "dig" old skilled workers with high salaries, but those skilled workers who were very skilled were unmoved.

Left behind enterprises should also be left behind. They believe that they are trained by enterprises.

Nowadays, the erosion of market economy has made people more recognized that "learning from arts and crafts, goods and monarchs", so that enterprises that attach importance to development must attach importance to cultivating the corporate culture of retaining talents.

What is talent? All walks of life can produce talent, business management cadres have management talent, workers can produce craftsmen, and scientific and technological personnel can produce innovative talents.

The so-called talents are outstanding personalities and outstanding people in their peers.

Whether or not an enterprise can retain talents is actually the first element that can keep the development of productive forces - "human", and the cultivation of talents is started from potential talents.

There is a popular saying in business: money keeps three streams.

Only by retaining the talents of second rate can we retain first-class talents.

This is true, but when money is a grand medallion of society, we must pay special attention to the role of money in retaining talents.

The chairman of the trade union of a private enterprise that produces a car door lock says that although the enterprise is not large, she thinks that the enterprise has a future. In order to change the current situation of the existence of a low level of employee culture, which is not conducive to the development of enterprises, enterprises in recent years have attached great importance to recruiting university students as the talent pool for the development of enterprises. Unfortunately, because the wage is not as good as that of large enterprises, the employed college students only take the enterprise as a springboard for employment, and they have been hopping about in the past two or three years, thus losing the opportunity for their personal career development.

Whether or not an enterprise can keep people is a tangle, because the invisible hand of market economy adjusts the flow of labor force.

Moreover, the visible hand of the government will intervene appropriately to speed up the rational allocation of labor force.

For example, to go to production capacity, we need the government's policy to promote the flow of employees in the overcapacity industry.

We can talk about the phenomenon of job hopping, which is in line with the trend of the market economy, but also hinders the development of enterprises due to the loss of talents. Therefore, labor laws also stipulate that enterprises and workers should sign "service period agreement or competition restriction" contract, which will limit employees' job hopping.

The phenomenon of job hopping is a double-edged sword.

It should be noted that enterprises can not stop workers from jumping jobs and infringe upon the legitimate rights and interests of workers, such as detaining employees' identity documents, delayed payment of wages, and no file pfer procedures.

To prevent employees from job hopping, enterprises should rely on the soft power of the enterprise culture to cultivate their spirit of ownership. When the workers have the spirit of being a master, they will have a dedicated spirit and dedication to the enterprises.