Risk Research Report on Employee Turnover in Mainland China

Content

Preface

Chapter One: General View on Employee Demission of Business Company

Demission analysis is of strong sense of theory, maneuverability, and objectivity. It not only provides instructions for management beforehand, but also offers feedback information on the management effectiveness. Moreover, as all the information concentrates on human resource, the most significant resource of a company, the combination of continuous demission analysis and improvement of management is also an effective measure for the company to keep team solidarity and maintain increasing turnover.

Part One: Correct Understanding of Demission

Part Two: How to Calculate the Demission Rate

Part Three: Categories and Grades of Demission

Part Four: Salary and Age Structure of Dismissed Employees

Part Five: Relationship between Demission and Departments

Part Six: To View Demission from another Angle

Part Seven: To Find Development Trend of Demission

Chapter Two: Analysis on the Causes of Demission

Substantively, the so-called scientific and subtle human resource management depends on statistics and model analysis instead of perceptual analysis of individual case. Therefore, as to the demission management, we have to conclude the rule of it by analyzing the figures obtained from long-term and general statistics and then put forward suggestions on human resource policy and other management. That is the way of scientific management.

Part One: Why Employees Dismiss?

Part Two: How to Reduce Demission Rate Effectively

Chapter Three: Demission Risk & Hidden Worry of Enterprises

What the managers worry about most may be the unexpected resignation letter from employees. Abnormal demission of employees, especially the demission of enterprise’s backbones, put the manager into a passive position. No wonder many human resource managers complain, “they always resign at the most improper time.” Managers often reflect on the causes of demission: Is it employees’ disloyalty or employers’ ruthlessness? Is it the problem of recruitment strategy or employment system? Is it the incorrect operation model or unhealthy corporate culture? Consequently demission risk is not a simple problem whereas may result in various losses and even a vital blow for enterprises.

Part One: Increasing Management Cost

Part Two: Spoiling Internal Management of Enterprises

Part Three: Resulting in Assets Loss

Part Four: Downturn of Economic Benefit

Part Five: Enterprises’ Image Collapse

Part Six: Inflict Heavy Damage on Integrated Competitive Power

Part Seven: Dialectical Knowledge about Demission

Chapter Four: How to Prevent Risks of Demission

Avoiding risks caused by demission is the best way for enterprises to reduce losses of human resource. Risks can be reduced to the minimum by perfecting system, recording information and human resource management.

Part One: Risk Control Begins from Recruitment

Part Two: Labor Contract, the Restriction of Employees

Part Three: Confidential Measures for Demission Management

Part Four: Executive Projects of Talent Preservation

Part Five: Salary System Construction

Part Six: Humanistic Project to Attract Employees

Part Seven: Effective Methods to Reclaim Resource Kept by Employees

Part Eight: Prevention of Sudden Demission of Senior Managers

Chapter Five: Correct Disposal of Demission

After all, demission risk is a practical problem. No matter how perfect the management system is, it is impossible to keep employees loyal to the enterprise he/she works for forever. So how to control the risk of demission already happened? And how to minimize the losses caused by it?

Part One: To Establish a Sound Demission Management System

Part Two: Identification of Demission Portent

Part Three: Important Exit Interview

Part Four: Comprehensive Procedures of Demission and File Management

Part Five: Administration of Records of Ex-employees

Part Six: Demission Disposition Procedure

Part Seven: Appropriate Work Handover

Part Eight: Humanity-oriented Way for Demission

Part Nine: Information Communication with Ex-employees

Part Ten: Demission of Disqualified Employees

Chapter Six: Epilogue

Part One: Establishing Core Corporate Culture and Building up Harmonious Culture

               Atmosphere

Part Two: Providing Development Space and Promotion Opportunities for Employees

Part Three: Cultivating Charming Personality and Improving Management Quality 47

Part Four: Offering Competitive Salary

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