Research On The Outflow Of Employees In W Enterpris

China’s small enterprises are an important part of the socialist market economy.They play an important role in promoting economic development,alleviating employment pressure and harmonious society.However,as China’s economy has entered a new normal in recent years and economic growth has slowed down,small enterprises and micro enterprises are facing more and more severe challenges.Human resource is one of the important factors that affect the sustainable and healthy development of enterprises.How to manage and utilize it better is a problem that small enterprises must face.Based on the above background,this study takes the problem of staff outflow in W enterprise as the research content.Through reviewing and summarizing the research results at home and abroad,and by analyzing 279 effective questionnaires of employees in W enterprise,it clarifies the situation of staff outflow in W enterprise,analyses the influence of enterprise management and staff factors on staff outflow,and finds out the existing problems in the management of human resource flow in W enterprise.Finally,the paper puts forward some suggestions and Countermeasures for the management of human resource flow in W enterprise,especially to control and reduce the disorderly outflow of employees,so as to promote enterprises to make better use of human resources and ultimately achieve the goal of reducing enterprise costs.The results show that the outflow rate of employees in W enterprise is characterized by seasonality and high outflow rate of frontline employees,male employees and field employees.Employee outflow is closely related to employees’ perception of work,satisfaction with salary and welfare,assessment system,promotion mechanism,working environment and training,and their own educational background,age and working years.W enterprise has made some achievements in the management of human resources outflow in the past,but there are still some specific problems.The main manifestations are as follows:1.Personnel recruitment,dismissal has certain randomness.According to the company’s order quantity and construction period,it is rushed to recruit or dismiss,and the recruitment requirements lack detailed standards.For the staffs who reach the retirement age,the handling is not appropriate,not timely,and there are cases where the labor relationship of a small number of employees is not clear.2.Salary and benefits need to be improved.Survey data analysis shows that employees are dissatisfied with the salary level,and the number of employees who think the salary and welfare benefits are low reaches half.3.The performance appraisal system and the remuneration management system still need to be improved.The remuneration system and performance appraisal system lack rationality and fail to complement each other.4.Promotion mechanism needs to be clarified scientifically.Half of the employees think that there is no scientific and clear promotion mechanism.Except for senior managers,ordinary employees,grassroots managers and middle managers are not satisfied with the current promotion mechanism.According to theoretical analysis and practical investigation,this paper puts forward relevant suggestions and countermeasures:1.Human resource planning is the first problem to be solved.At the same time,we should establish scientific recruitment methods,make rational use of labor dispatch or human resources outsourcing,and properly handle the outflow of personnel due to objective reasons.2.Perfect the performance appraisal system and salary management system combine the salary system with the performance appraisal system,so that employees can get rewards through their efforts.3.Perfecting promotion mechanism,optimizing post responsibilities,opening up internal promotion paths and retaining genuine talents.4.Strengthen the flow management of core technicians.Combine the system and legal means of enterprises to prevent and control the outflow of core technical personnel,so as to avoid the loss of enterprises.