Brain drain is the biggest loss for an enterprise. So how can we retain employees? There is such a production supervisor who has made great achievements in retaining people. Basically, one person is recruited and one person is retained, and few people are lost. In order to understand his unique skills, someone interviewed the supervisor and the new employee on the spot. The following is the interview record, which may be helpful to you.
Employee: Our supervisor received it personally.
executive director: Every time the Human Resources Department assigns new employees, I will pick them up in person when they are busy, and then walk to the workshop with them, talking and laughing.
Employee: When we first entered the workshop, the supervisor would take the initiative to tell us where the toilet is.
executive director: Going to the toilet is a bad topic, but everyone has to go to the toilet every day, doesn't he? So whenever male or female employees enter the working environment of the workshop, I will take the initiative to tell them where the male toilet is and where the female toilet is. If there are still people with ambiguous directions, I will even take them to the toilet door to guide them to the toilet.
Employee: On the first day of work, we forgot to bring our cups. The supervisor paid us to buy disposable cups.
executive director: It's hot now, everyone has to sweat and drink water. One day, I saw two or three new employees circling around the water dispenser in the workshop. I immediately walked over and asked them if they didn't bring cups? They said yes. I immediately called the office clerk and asked her to go to the warehouse to get disposable cups. Just as the warehouse had finished delivering, I immediately paid and sent someone to the shop outside the factory to buy some cups. I know that this small action will also nourish the thirsty hearts of employees like drinking water.
Employee: The supervisor didn't call us by the wrong name once.
executive director: After receiving new employees, I will give everyone a resume and ask them to write their basic information on it. Then, I memorized the contents of the table and the image of the person in the right place, and asked myself to do things without gestures, no matter which employee I asked "Hello", the first sentence is to call his name.
Employee: The supervisor has something to say to each of us.
executive director: The new employees we recruited are all aged About 18-40 years old. I have their resumes on hand, know their basic situation, and know how to communicate with them: I look for 18-year-old topics for 18-year-old employees, and I look for 40-year-old topics for 40-year-old employees; In the face of male employees, I try to talk to them from a female perspective. As long as we find common topics, we will not worry about communication without common language.
Employee: The supervisor understands our past, cares about our present, and cares about our future.
executive director: Every employee has written a resume in my hand. I know exactly what they have done in the past; Since they entered the workshop, my eyes have been following them; According to their past experience and existing performance, their personality and the characteristics of their types of work, I try to make them sit in their seats when arranging work. For example, if I used to work as a QC person in another factory, I would ask him to work as a QC person; Some data sensitive personnel, I will let them do some handover work; I will create conditions for people who are interested in technology to learn how to boot. Within the scope of adjustment, I allow my employees to choose what they like to do; Under the condition that employees can accept it, I will actively participate in their future career planning and kindly advise them what you have done in the past, what you are doing now, and what you are suitable for in the future.
