MBA教育中心知识库

现如今，随着经济的高速发展，技术的不断进步，客服企业逐步由幕后走上台前，在各个产业链中日渐扮演了更加关键的角色。而这对其中的从业人员也随之提出了更高的要求，在这类传统的劳动力密集型企业里，员工如何将个人发展与企业发展相结合，企业如何留住核心员工并吸引青年员工都是行业变革带来的新问题和新挑战。

在这种背景下，本文通过文献研究法、访谈法及调查问卷法对我国通信运营商中较早推进客服部门成立的独立公司某省分公司（以下简称Z公司）为例开展员工流失分析及相应对策研究。第一，从Z公司近一年来流失员工的岗位、工龄、年龄三方面来分析员工流失现状，初步归纳得出员工流失造成的人力成本增加、员工士气损耗及企业竞争力减弱三大不良影响。第二，采用现场访谈及调查问卷进一步归纳得出影响员工流失的五项主要原因，即薪酬待遇、家庭影响、个人发展、组织认同和外部环境带来的工作压力。第三，从改善员工离职问题出发，有针对性地为Z公司解决员工流失问题提出“人才培养提升员工积极性、多种激励改善员工满意、多元管理保障员工发展、全方位管理覆盖青年员工、文化建设提升组织认同、精细管理扩大人才吸引及应急预案加强危机管理”七项基础措施。同时，提出“组织制度、文化环境、激励体系及民主参与”四大辅助措施保障上述基础措施得以顺利落地。

本文从Z公司运营实际出发，尝试通过分析近一年来该公司员工的流失原因并提出相应改进对策，为Z公司改善员工流失实现稳定可持续发展提供管理思路，也为其他客服行业专业公司在解决员工流失问题上提供参考借鉴。

Nowadays, with the rapid development of economy and the continuous progress of technology, customer service enterprises have gradually stepped from behind the scenes to the front, playing a more critical role in each industrial chain. And this also put forward higher requirements for the practitioners,in this traditional labor-intensive industry, how employees combine personal development with corporate development, and how companies can retain core employees while attracting young employees are new problems and challenges brought about by industry changes.

In this context, this paper used the literature research method, interview method and questionnaire method to statistically analyze the employee turnover and research on the case of Z Company, which promoted the independent transformation of the customer service department earlier among our country's telecommunications operators. First, this paper analyzes the current situation of employee turnover from the aspects of post, length of service and age of employees lost in Z Company in the past year, and preliminarily concludes the three adverse effects caused by employee turnover: increase of human cost, loss of employee morale and weakening of enterprise competitiveness. Second, through interviews and questionnaires, it is concluded that the five main reasons for employee turnover are personal career development, salary, family influence, personal development, organizational identity and working pressure caused by external environment. Third, combined with the reasons for employee resignation, seven feasible countermeasures are put forward for Z company to solve the problem of employee resignation: talent cultivation improves employee enthusiasm, multiple incentives improve employee satisfaction, diversified management ensures employee development, all-round management covers young employees, cultural construction improves organizational identity, fine management expands talent attraction and emergency plan strengthens crisis management In order to ensure the smooth implementation of the above policies, four basic guarantees are put forward: improving the organizational system, improving the cultural environment, enriching the incentive system and increasing the degree of democratic participation.

Starting from the actual situation of Z company, this article attempts to analyze the reasons for the loss of employees of the company in the past year and propose corresponding improvement measures, which not only provides management ideas for Z company to achieve stable and sustainable development under the new situation of state-owned enterprise reform, but also provides management ideas for the company in the same industry.