The Loss Of Core Employees Of AG FAWAY Analysis And Countermeasures Research

In recent years, the phenomenon of Structural talents shortage of China's automobile industry is a more and more prominent, core talents lost serious. How to solve this problem to be placed on the agenda of managements of corporate.As we all know, core employees can created more than 80% of corporate profits, control the core-competitiveness, they tip the balance to the business and development. But, in view of the importance of them, they often become object contested by rivals, rivals could use the more favorable treatment and higher levels to induce them to quit. Therefore, to retain core talents, is the problem to face and solve. AG FAWAY is the object of study in this thesis, and combined with my many years experience in human resources management, to share the problem of leadership, to make a contribution to the enterprise development.In the course of economic development, human capital is more important than physical capital. Along with the gradual deepening of research of modern human capital theory, many of the branch of economics of human capital theory has developed rapidly. Is more representative: the theory of new economic growth and the theory of education economic.Employee Turnover Theory, is to proof the reasons and process of employees loss on the basis of abstract the important factor and neglect secondary factors. The main theories include: Lewin's field theory, Kuck curve, YOSHIROU NAKAMATU's goal theory, Katz's life of the organization theory, perceptual theory.The core employee is an important strategic resources, is a part of human resources. Though account for employees is a few, but it plays a vital role in development. There are more differences between core employees and general employees. They have high capacity, difficult to alternative, non-stability, high-value, and impact.The core employees of enterprises is incumbent who have an important impact on the operation and management. They are a valuable asset of enterprises.The core employees classify by capacity of management, professional know-how, external relations, the spirit of innovation.AG FAWAY 2007 ~ 2008: the total of core employees decrease 33 people, including: Master's, undergraduate, junior college student decrease 58 persons; Employees of length of service in 6 to 10 years decrease 36 people; Employees of under 45 years decrease 17 people. By telephone and face-to-face manner, analysis of the main reasons for employees leaving:(1) There are not development prospects in the enterprise;(2) Management team is co-ordination;(3) Wages are not high;(4) The development of corporate culture are not appropriate.Maslow Demand Theory shows that people's needs are complex and diverse, but also varies from person to person, even if the same individuals, over time, changes in personal terms, the demand for corresponding change. Demand for core employees include: material needs, the growth of demand, the demand for participation in decision-making, self-fulfillment needs.According to the needs and cause of the core employees interviews, discussions about specific measures in five areas: career, treatment, corporate culture, environment, emotional.(1) Through the establishment of sound career planning, provide training support and challenging work, implementation "the career keeping";(2) By increase the project of the salaries, the establishment of project benefits, the implementation of stock options, the various welfare system, such as, carried out "treatment of keeping";(3) Be based on the FAW traditional culture-based, from the "people-oriented", "integrity", "innovative spirit", "team Spirit" and other side, establish unique and excellent enterprise culture;(4) By providing convenient and efficient work environment, create a family atmosphere, create a good business environment, implement "keeping the environment."(5) Through the respect, help, human rights, help employees decompression, implement "keeping emotions."In addition to the five keeping strategies, but also to establish the necessary mechanisms for the prevention and control.(1) The establishment of preventive measures: strict recruitment customs, the use of rotation system, the separation of powers, train successors and pay attention to the protection of intellectual property rights and related laws;(2) When there is a tendency to leave, we should to do response rapidly, as far as possible to reduce the loss of retention;(3) When employees leave, we should to do the work of exit interviews, analysis of the causes, judge the potential impact to other employees, and decide whether it is necessary to take measures to prevent other employees to leave.