(Author: Chen Xiaolong) November 28, 2012, sales of P & G Greater China president Zhai Feng left, at the same time, P & G China R & D center in Beijing recently responsible for at least five more than the backbone of the R & D people have left. Procter & Gamble China on the one hand to respond to said Zhai peak departure Department of "personal reasons, and has nothing to do with the global layoffs", on the other hand, said that the new employee retention rate was 95 percent, refused to face the response to the rumors about the loss of innovation backbone.
According to the survey, P & G claimed that "retention of new employees up to 95%, is done through a series of entry test in order to test whether candidates really have patience, the interview process and even up to 6 months or more . The backbone of resignation, apparently has nothing to do with personality. So, what caused the departure of key personnel in Procter & Gamble do?
Human resources expert Gary Dessler study results show that: the exit interview process, the outgoing personnel, 38% of the people accused of objects is the company's pay and benefits, only 4% of people blame their own supervisor. But go in the 18 months after employee turnover survey, 24% of people accused of an object is the direct executive officer. Therefore, in order to individuals and businesses of decent, everyone will Reason for leaving interpreted as "personal reasons", but behind it, is actually two major factors with the staff of the "salary and benefits" and "immediate supervisor" expectation gap.
Some people think that the high turnover rate of P & G above middle large daily chemical industry, in fact, is not this happening in the entire industry has. Foreign companies to enter the Chinese market 25 years, the market environment and the human capital market has occurred great changes. Currently, the veteran foreign companies such as Coca-Cola, Heinz, Wrigley, McDonald's employee turnover rate at a higher level.
Overall, US-owned company in China exists such a situation, and the US-owned company employing system is related to the person in charge of the US-owned China region generally for a term of two years, if re-elected one, then that is four years. If no significant results - within two years from the financial indicators to standards, it would be likely to want to leave. In the under strict financial appraisal system, the core leadership to ensure that their own performance to achieve key personnel in key positions have to rely on the people you trust this person to be trusted, basically before the old unit, or familiar with the staff. Therefore, parachuted into a company as the core of leadership, or the acquisition of a business, the basic layout of Personnel will be this: the first year to touch the case, the second-year big shake, if possible, the core leadership parachuted into a company after the old unit will continue as far as possible to find in the past, and this is the source of talent flow.
Back to P & G's case up five years ago, Procter & Gamble higher overall wage so people can not easily be other companies to pull over. As employers now on the market as a whole is for less than the demand, the treatment of the companies have improved, and treatment of Procter & Gamble middle management level, standard of treatment for other companies to enhance the rate is not, therefore, easily pulled in the past.
Currently, due to the downturn of the economic environment, consumers cut back on non-necessities expenditure, daily chemical industry is facing enormous challenges, including Procter & Gamble, a large Japanese chemical industry in compression costs, in order to protect themselves. Compared to the food industry, daily chemical industry is much more severe. Under tremendous pressure to perform, on the lower level of management communication, naturally less warmth, more violence management component, superior-subordinate relationship is more strained. In this case, the backbone of their business surrounded by headhunting, there will be a considerable part of the change in the environment give it a go.
The majority of first-tier foreign companies, employee turnover, will require the immediate supervisor to do one-on-one interviews with staff to identify the real causes of employee turnover, Human Resources Department will participate in the statistical analysis, and the formation of a new human resources solutions. Procter & Gamble's human resources department has been tight operating system support in the back, I thought, they maintain that the situation should not be a big problem, compare the possible factors from the budget requirements of the global headquarters of China, when the Chinese management and the American Management layer on the payroll is not on welfare and management model to achieve a fully consistent, leaving the situation in a period of time. But for Procter & Gamble, the company has excellent management capabilities, in terms of the loss of a large number of important backbone of the situation in the six months to improve, basically solved within 18 months.
The case of Procter & Gamble, the current situation, the performance of the company from 2011 to 2012 fiscal year underperforming, profits continue to decline in 2012 to the first quarter of fiscal year 2013 (2012 to 2012), the company's take one of the important measures is to choose the layoffs, Procter & Gamble's departure should or a situation within the normal range, not outsiders imagine that serious. Even outside speculation to the first quarter of 2013 there will be a lot of takers, but also speaking for Procter & Gamble is far from a hit-loss.
Procter & Gamble to take the two-year rotation system, the same position in the safety and security of human resources, reserves of 1 to 2 reserves. For any job, people familiar with several, not to mention every post detailed operating manual, to put it a little exaggeration, even if more than 50% of the backbone of resignation for Procter & Gamble in terms of 18 months, will also be restored properly.
Therefore, the backbone of resignation from the Procter & Gamble case studies, Chinese enterprises should learn from the management of a company, must rely on organizational systems, and can not rely on personal hero. (Source: Marketing Network)