Reasearch The Problem Of Local Staff Turnover In The Production Depatment Of XL Company

Since China’s reform and opening up, private enterprises in our country is developing very quickly, they overcomes the weak foundation and deficiency, such as disadvantage, gradually become an integral part of the national economy, they have become one of active economic growth point of national economy. Human resources is one of the most valuable resource for enterprises, especially for the production department, the production department can not be performed activities until there will be no one. people staff turnover as high as50%in the national private enterprises especially the private enterprise which scale is less than5000at present, there are about20%senior management personnel and technical staff is looking for job each year. Small and medium-sized enterprise staff turnover is quite serious. The result of the frequent staff flow tends to affect employee mood stable work, and caused many employees short-term behavior psychology. There used to be a survey of48respondents who had working experience, investigators asked once they have worked for how many units, more than30%of the respondents had worked in two or three units, and more than13%change jobs more frequently and have worked for four units, many private enterprises every year there are hundreds of staff turnover, enter the rival camps-foreign companies. From these figures shows that private enterprise employee turnover is bigger enough, flow speed, and there will be a growing trend. The problem of brain drained off for many enterprises, especially for the private enterprise which have no competitive advantage.Based on XL company as an example, this paper analysis staff turnover problems in-depth of the production department to our country private enterprise. Firstly, the literature of the staff turnover about Private enterprise production department at home and abroad was summarized; Secondly, combining actual of XL company, analyzing XL company status, and founding the existing problems; to sum up these problems can be summarized as roughly from several aspects:Internal management confusion, recruitment communication is blocked, Compensation structure is not reasonable, Employee career not clear, The rigid of employing system, Employees’ work enthusiasm is not high. Again, based on theory of staff turnover, Internal reform of the XL enterprises, These reforms include:Based on the direct and indirect financial losses from the grass-roots staff turnover model specifications and actual calculation, to explain influence on financial status because of staff turnover at the grass-roots level’s.Use scientific management methods, make recruitment communication and pay system perfect, Help employees to plan career system, Play the role of training, use spirit incentive method, Enhance corporate culture cohesion, etc. Finally, proposing the implementation of the program impact assessment. Hope this thesis can be used for reference for the reform and development of other company at present.