Retaining talent is a management discipline. As more and more foreign companies flock to China to further expand their business, there is fierce competition among various companies to hire and retain good employees. Brain drain is one of the key factors restricting the development of enterprises, and retaining talents has become an important issue faced by enterprises.

1. Marriott: Take care of employees first

As one of the "100 Best Employers" by Fortune magazine for seven consecutive years, Marriott International Group ranks second among many companies with more than 100,000 employees, and it is also the only American hotel group on the list. Fortune Magazine highlighted the career development opportunities Marriott International offers its employees, with more than 300 employees in the group being promoted from hourly positions to managers in the past year. In addition, Marriott also received high scores for social good activities, employee training programs and average employee years of service.

Last year, Marriott was affected by SARS in China, and employees at the hotel management level took a pay cut, but all Marriott employees were retained without layoffs to tide over this difficulty together. Marriott has a core business philosophy: "If we take good care of our employees, they will take good care of our guests."

Marriott believes that HR management is a multi-faceted matter. First of all, it is necessary to hire the right people, put them in the right positions, and give them good training at the same time. It's also important to pay them reasonably. The most important thing is that the company will provide them with opportunities to grow and develop.

Marriott often conducts opinion surveys on employees of each hotel on a regular basis, asking them what they are unhappy and unhappy about, and what needs to be improved. If a restaurant scores low in a survey, it means there is a problem that needs to be improved. This is a scientific method of surveying employee satisfaction.

2. L'Oreal: Create a family atmosphere

L'Oreal recruits 1,900 executives worldwide every year, 46% of whom are fresh graduates and 10% with preliminary work experience. Today, when the talent war is intensifying, L'Oreal has made the recruitment of staff an important part of its business strategy, and has maintained close cooperation with 110 well-known universities around the world. The HEC, known as the "First Business School in France", has delivered a large number of high-level business managers to L'Oreal in the past 25 years. The school also takes L'Oreal's marketing strategy as one of the teaching contents. L'Oreal also Provide their students with a large number of opportunities to come to the headquarters for internships.

In addition to recruiting first-class talents, the ultimate goal of L'Oreal's employment approach is to fully integrate young people into the entire company's operating system. To this end, L'Oreal's successive presidents have emphasized that it is necessary to create a "family atmosphere" within the company, so that new young people can become the masters of the home as soon as possible.

The L'Oreal China branch has grown from 100 to 3,000 people in just 5 years, thanks in large part to the "Boldly Empowering Young People" talent strategy. In response to the lack of understanding of French companies' management methods and multinational groups' business strategies among young Chinese, L'Oréal has invested heavily in the training of Chinese employees, and the proportion of Chinese branches trained is as high as 39%. In order to ensure the quality of the staff, they have established cooperative relations with well-known universities such as Fudan, Tongji and Shanghai Jiaotong University, and set up a scholarship at China Europe International Business School. It offers the full cost of a two-year MBA program.

Regarding whether young people's departure after training will cause losses to the company, L'Oreal does not want to "bundle" people in the form of contracts, but to make every position in the company attractive. "If a promising and talented young man asks to resign, it is indeed regrettable. However, it is we ourselves, not him, who should review this." It is extremely unwise to hire only people with considerable work experience, or even give up the training of young people, because the first on-the-job training of young people often has a great impact on his future work.

3. Amway: Humanized Incentive System

The award system for Amway sales staff is a perfect interpretation of the incentive system for outstanding employees. Helping salespeople believe in themselves, challenge themselves and achieve themselves makes Amway's backbone sales force intrepid, thereby increasing customer satisfaction and loyalty.

The bonus system designed by Amway for sales personnel has been included in textbooks by the famous Harvard Business School in the United States. This reasonable bonus system not only stimulates the sales enthusiasm of the sales staff better, but also distinguishes Amway from the illegal pyramid selling "rat club" that harms the society, because under this system it is impossible to get it once and for all or for nothing.

Amway's product expertise training is distinctive and productive. First, it requires the sales representatives of each Amway product to have the courage to show themselves and be familiar with the product's performance, cost-effectiveness demonstration, and its unique selling proposition (USP). Amway's training is not only about listening, but more about self-presentation of sales staff, which is the accumulation of behavioral perseverance. Of course, in actual sales work, there will be various problems, such as customers not giving you the opportunity to demonstrate products or services, and despising your existence. What is needed at this time is the perseverance of the sales staff and a good psychological tolerance. ability. And a good mentality comes from Amway's psychological quality education. Amway has made a predictive analysis for every trainee who is about to become a product sales representative and will encounter some problems in their specific work in the future, and provided them with objective solutions and reference methods, eliminating the need for them to answer the questions. It is difficult to be embarrassed when a customer consults. At the same time, through this kind of uninterrupted continuous training, the cohesion of the entire sales team has been virtually increased.

Amway believes that under the premise of superior product quality, customer loyalty comes from the customer's satisfaction with the products or services provided by the company, and the first time customers come into close contact with the company's products or service carriers is the company's sales staff, not the company's sales staff. advertise. The mental outlook of the sales representative is a mirror of the enterprise. The sales skills and enthusiasm of the sales representative determine the market share of the product to a large extent, especially in the general consumer goods market. Domestic enterprises are busy changing from a single product or service provider to a learning organization, which is to increase their market share by improving their comprehensive quality, product manufacturing and service provision experience, so as to maximize the market. This requires a process in which salespeople should be able to see their own visible progress, inspiring their determination and confidence to continuously improve themselves.

It is obviously not wise for a company to simply provide its own salespeople with education and learning opportunities limited to product knowledge. A theory called "ERG" is attracting the attention of Amway. According to the actual situation in China, Amway divides the needs of sales representatives into 3 categories: survival needs (Existenceneeds), namely physical and safety material needs; Relationship needs (Relatednessneeds) ), aspects related to interpersonal relationships and social structure, such as being loved, needed, and being recognized; growth needs: (Growthneeds) aspects related to personal progress and growth, that is, respect and self-actualization. Whether the demand can be met affects the loyalty of sales representatives.

Amway gives sales representatives not only their material desires, but also their career and spiritual pursuits. And what some domestic companies give to their sales staff is nothing new except for naked materialistic desires.

Amway is well aware that the original marketing 4P theory has been challenged, and professionals point out that the focus of future marketing will be on branding and communication skills. If a company has a pure brand without the ability to communicate with customers, it is difficult to expand the market by relying only on products to impress customers; a company only has good communication skills, but lacks a connotative and competitive brand, and it is difficult to dominate The market category it belongs to. To be a winner in market competition, a company must possess both of the above characteristics. Amway has a good brand image, but what is the representative of communication ability? It is not a hype, but a salesperson with solid persuasion skills. Once the salesperson who masters the information of the end customer turns away or changes his job due to lack of love for the company, it will inevitably affect the sales of the company's products or services at one stage. Amway's maintenance of sales representatives' loyalty is not only based on salary increases and promotions, but also infects them through the company's unique cohesion and humanistic atmosphere, making them feel that the company is no longer a battlefield for salary and position. They are more concerned about the "family" in which they grew up.

4. Microsoft: Reward talents with promotion opportunities

A typical problem for most growing companies is how to keep the talent in a technical role so that he can make the most of the expertise he has accumulated and the investment the company has made. Likewise, Microsoft ran into the same problem after it went from strength to strength, hiring new hires and nurturing them into great technologists. To solve this problem, a unique feature of Microsoft is to push skilled technical personnel to the position of managers.

Gates and other early leaders of the company have been focused on promoting skilled employees to managerial positions. As a result of this policy, Microsoft has also gained a unique advantage over many other software companies - Microsoft's managers are not only the technology leaders in the industry, always grasp the pulse of the industry's technology, and at the same time they can use technology and how to use technology as a technology leader. The combination of the company's maximum profit and the formation of a management class that understands technology and is good at business. For example, Nathan Myhrvold (36 years old), Vice President of the Group, is a Ph.D. He is responsible for the corporate network, multimedia technology, radio communication and online services, etc., but this method is suitable for developers, testers who just want to stay in the professional department and just want to rise to the top of the profession without taking on management responsibilities. And programmers are not very attractive, so, the problem of career management arises. Microsoft's main solution to this problem is to establish a formal technology promotion path in the technology department. Establishing a pathway to technical advancement is important for retaining skilled workers, recognizing them, and paying them equivalent to what the average manager would get.