Retain Staff: Raising Salary Is Not Everything.

Shortage of talent has been troubling China.

Salary increase is not everything.

"There are more and more prizes, but they do not let enterprises get rid of the shortage of talent, especially those with key skills or outstanding performance."

Relevant experts said.

According to the survey results, even in the 2009 of the global financial crisis, the median salary increase in China is still 8%, compared with 5% in the rest of the Asia Pacific region, and 3% of the mature market in this region.

At the same time, many regulatory agencies said they had great challenges in attracting 60% of the employees with important skills and retaining 40%.

Although most companies believe that employees choose to join a new company or leave their present employer, they are all in trouble, but sometimes the ability to retain or attract talent is only a tiny change.

Research shows that both employers and employees believe that pay and development opportunities are the main factors, but there are other factors that are different, such as job security and better medical benefits and pensions.

If the enterprise can do well in this aspect of communication, it will make employees feel at ease.

47% of the participating companies thought that the "competitive basic salary" is the primary factor for employees to choose to join a new company.

And the bigger attempt of employees in job hopping is to seek development space, that is, to get promotion and development.

It can be seen that the employer has overemphasized the role of salary, and if any company can win the path of career development for employees, it will undoubtedly be more favored by talents.

Experts remind enterprises to constantly adjust strategies and perspectives to accurately grasp the dynamics and pulse of the talent market.

Improving employer brand communication

The survey showed that 99% of the participating companies indicated that they would expand their market in the next 3 years and pay attention to the growth of revenue.

Under the pressure of attracting talents, how to brighten up the employer's brand to increase the attractiveness of talents has become a topic of concern for many enterprises.

According to the survey, 38% of the participating companies indicated that they already had a formal employee value proposition.

"However, the construction of employer brand in Chinese enterprises is mainly under the pressure of attracting talents, but it does not understand its role in improving human resources system and business objectives, brand consistency, supporting change management and managing employee expectations."

Expert analysis thinks.

To establish employer brand that can attract key talents, we must first understand the main driving force of talents in the market.

The survey results show that there are some differences in the connotation of employer brand between Chinese enterprises and employees. For example, for some professional or managerial personnel, 38% of respondents hope that employers can provide opportunities to work in other countries, but only 8% of the participating companies believe that their employer brand emphasizes their advantages in this area.

At the same time, through effective communication, it is very necessary for potential employees and employees to understand the connotation of employer brand.

Chinese enterprises do not seem to be confident in this regard, and 51% of the participating companies show an equivocal attitude towards effective communication of their employer's brand.

41% of companies also said they were not sure whether their employer brand positioning was in line with the company's current market position.

Obviously, there is still much room for improvement in the effectiveness of employer brand communication, consistency with enterprise positioning, stability and sustainability.

Implementation of career development system

According to the survey results, the career planning mechanism of Chinese enterprises is not perfect at present. For example, when talking about the three main obstacles that affect employee promotion, employers and employees have reached consensus on at least two points. They believe that many jobs are not promoted at all, and it is difficult to mobilize or move horizontally within the organization.

The survey shows that 88% of enterprises will establish and deepen their career development plans as one of the key points of talent management in the next 3 years. However, most of the enterprises in the past few years have devoted little effort to building a real career development system.

For this reason, experts suggest that we should use a more scientific and systematic way to build a career ladder with enterprise characteristics.

Enterprises should make effective use of the opportunity to build a career development system, re comb the standards of relevant positions, and establish the talent standards that must be linked to the phased strategic requirements of enterprises and integrate systematically with the existing job systems. At the same time, according to the resource status of enterprises, we can design the possible development paths, and make the best choice between creating more development opportunities for employees and controlling management costs.

The career development system is not an "ornament" used by enterprises to retain talents. If it is to be implemented, it must be seamlessly linked to various systems of human resources, such as post system, reward system, performance management and training system.