The Study Of Employee Turnover Management In Jilin Power Share Co., Ltd

21st century is an era of knowledge economy in which persons with outstanding knowledge and ability have been regarded as an important strategic resource by enterprises. As Chinese economy enters the rising phase of another increasing cycle, with the incentive of the sustained fast economic development, the demand for electric power is increasing swiftly, at present it has already exceeded supply. The years to come will see a hyper-growth of China's electric power supply construction. Consequently, there will be a fierce competition in terms of material resources and human resources. The existence of a competitive market causes the flow of trained personnel in electric power enterprises. By effective flow of personnel, an enterprise can keep taking in the fresh and getting rid of the stale, by this way maintaining its vitality. However, if this flow occurs too frequently, the enterprise will hence lack the support of a stable team of staff. Especially, if lacking the support of a staff with lasting loyalty, the enterprise will be exposed to the risk of being eliminated by the market because of lacking capable employees. Employee turnover, esp. the resignation of the key staff of an enterprise, will bring about negative influence to the development of the enterprise. Generally speaking, an enterprise's key staff is the core of the organization; their resignation will certainly damage the staff morale. Most directly, this will bring damage to the enterprise's human management cost; in the long run, it may probably affect the carrying out of the enterprise strategy. Employee turnover is a significant problem that deserves close attention of the enterprise, because it can bring about a series of chain reactions. The reasons for employee turnover are rather complicated. Sometimes it's only the functioning of a key factor may be enough to cause a person to switch his job; whereas in more circumstances it is the compound effect of multiple factors that finally brings about the result of resignation. As this essay points out, employee turnover dues to reasons of three levels, i.e., personal level, enterprise level and social economy level. The enterprise should start with working at the three levels, to get a systematic knowledge of the probable reason that cause staff leaving, so as to effectively prevent this phenomenon, thus minimize employee turnover. In view of the present phenomenon of employee turnover in Jilin Electric Power Co., Ltd, the essay points out that, in order to prevent the staff on post from resigning, and to manage those left, the enterprise is supposed to handle the situation in terms of following 4 aspects: First, improve the fundamental works of human resource management. It is necessary to make good job analyses according to the changing circumstances, so as to keep in line with the development of the enterprise. Change the traditional notions in recruitment of taking in the most excellent to taking in the most appropriate. Endeavor to set up talent inventory, intensify on-the-post training, thus in case any employee on key post may leaving, the candidate will acquire competence as soon as possible. Regulate personnel management system and labor contract management, so as to defend the benefit of the enterprise as well as employees; on the other hand, this will function as a binding force to those employees'with turnover intention. Set up human resource data system, making each person's proficiency and working ability clear to the managers, so that the enterprise may easily find suitable person within the organization at all times. Second, design chances of career development for employees. Carefully make post designations, making job content extensive, plenty and challenging. Job rotation and interior competitive selection are two of other ways to createopportunities for talented employees. Offer chances of on-the-job training to employees and encourage their self-improvement, making them more competent and with more adapted to the demand of modern enterprise. Establish a promotion mechanism with equity and fairness, combining job promotion organically with training and assessments. Third, establish incentive policy that is adapted to modern enterprise system and a nice enterprise culture. This is the crucial step in retaining talented employees. Making use of the theory of incentives to give employees effective incentives and broaden the channel of incentives. Not only should we make employees of different competency and performance at different salary levels, but also establish elastic welfare system, so as to give the leverage of incentive a full play. We should give the employees the chance to choose their own welfare, permitting them to combine their personal demands with the welfare needed. At proper circumstances, we may introduce advanced employee stock ownership incentive mechanism. At the same time, we should establish a nice enterprise culture, creating a fully communicative niche. The enterprise must set up a platform for employees to communicate fully with the managers; managers should truly listen to the employees'opinions, eliminating their grudges and worries in time, nipping their leaving intension in the bud, and building in their hearts a strong psychological bond with the enterprise. On the other hand, it is also necessary to set up job sharing mechanism, this way we can minimize the turnover cost. Fourth, set up leaving employee management system. Set up the mechanism of exit interview by the manager direct-in-charge. This can give vent to the leaving employee's discontentment and relieve the negative influence of the occasion. Besides, by doing so we can make analysis of the collected information, and set up a model for the key factors leading to employee turnover, for the benefit of drawing up...