Panoramic scan of resignation in China's first Beverage Industry

At present, the society is concerned about "the world is so big, I want to see it!" The response to such an affectionate resignation letter was enthusiastic, and the follow-up spread: "the world is so big, I'll let you have a look!" Such a mocking resignation reply. Society is so relaxed about quitting, but the resignation rate in the fast drink industry is rising sharply. According to industry insiders, the current turnover rate of the industry is as high as 150% MUE 200%. With such a high turnover rate, how do various brand chains view and deal with it.

Recently, the reporter of "Chinese Beverage KuaiBao" contacted the heads of three brands, namely, Hubei "Sunshine Lemon", Shanghai "throbbing Burning Immortal Grass" and Nanjing "thirsty".

one

Thirsty: employees can buy stores and become partners

Nanjing "thirsty" has been established for 16 years. Zhou Hong, general manager, said that at present, among the entire functional departments and directly operated stores of the company, 3 have been in business for 16 years, 26 have been in direct operation for more than 10 years, and 5 of the 40 direct managers have been in the enterprise for 7 years and 8 years. The loss of grass-roots waiters is the largest, reaching almost 100%.

Compared with the industry's turnover rate of 150%, 200%, and the thirsty turnover rate of 100%, Zhou Hong is more optimistic, but thinks that 30%, 50% is a better state.

Zhou Hong first analyzed the current situation of employees in the industry to KuaiBao. She said: "now most of the workers in stores are post-90s, and the proportion of post-00s is also gradually increasing." For young people, they pay more attention to the working atmosphere, desire to be respected, hope that they have more room to play, and care about their own sense of existence. From the point of view of most people, the service industry is a service industry. although the views of consumers are slowly changing, some employees still have this idea. "

In view of these phenomena, the management and communication skills of on-site managers are particularly important. In the past, the stereotyped mode of communication will inevitably lead to some adverse reactions, such as: we used to have part-time college students, the store manager is in his 30s, the way of communication will be a little old-fashioned, always, XXX you do here, XX you sweep the floor, employees will think, why should I do it instead of others, resign in anger, and take away three people who are part-time at the same time. For this situation, we will have the first job responsibility and the second responsibility, so that employees know in advance that their duties will avoid similar incidents, of course, the way of communication, and even the title of employees will lead to changes in the outcome of the incident. Zhou Hong said.

For the employee promotion channels and career planning mentioned by many brands, Zhou Hong said that career planning is not exactly equal to promotion.

"some employees are born to lack some abilities, and if they must be allowed to follow the promotion path established by the enterprise, sometimes they will not be able to do so. For example, we have a little girl who has been working in an enterprise for 7 years, has been doing it since she is in her 20s, and now she is only a store manager. She also has her own troubles and dreams, but it is really difficult to move up. In fact, many young people, especially those born in the post-90s and post-00s, did not have a clear goal at the beginning, and most of them became clear only under the continuous guidance of experienced people. We put more emphasis on employees' planning for their own lives and encourage them to develop better and better in their lives, "says Zhou Hong.

Now the "thirsty" store manager has a share of the profit, while 5% of the stores are owned by employees or run independently. Zhou Hong said that because this approach is not publicized during recruitment, and few new employees enter the company with the purpose of starting a business, the proportion of such stores is still very small.

"I am quite optimistic about the popular view that enterprises set up platforms in the industry. Employees intend to buy stores from the company to become partners and pay to start a business to become franchisees, which is a better way for enterprises to retain talents," says Zhou Hong.

two

Sunshine Lemon: the turnover rate of employees aged 22-27 is more than 60%.

Wang Yang, general manager of Hubei Sunshine Lemon Dessert, did not accept the interview because of the opening of the new store, but immediately sent the company's 11-page "2014 Sunshine Lemon Dessert employee turnover Analysis" to KuaiBao. According to the average number of employees from January 2013 to January 2014, this paper analyzes the phenomenon of enterprise turnover from the perspectives of position, age structure, length of service, position, educational background and reasons for turnover, and puts forward the corresponding countermeasures.

Post

Among the nine departments of Sunshine Lemon, the turnover rate of the sales department is the highest. From January 2013 to January 2014, the average number of employees in the sales department was 1182 and the number of departures was 198. The main reason is that due to the low salary and low professionalism of store sales staff, it is relatively easy to change enterprises and jobs, and there are quite a number of people who will not make store sales a career and seek development.

Length of service and length of service

In terms of length of service, employees with less than one year of service have the highest turnover rate, while those between the ages of 22 and 27 account for 60%. According to the analysis of the data, there are two peak periods of employee turnover: one is to enter the initial stage of the company, often because the expectation is different from that before entering the company, or do not adapt to the corporate culture and work, resulting in turnover. Second, 1.5 years after joining the job, it is easy to lead to leaving because of the exhaustion to the content of the job and the lack of development. According to the analysis of Sunshine Lemon, the age of 30 is the critical point where the age of career tends to be stable. Affected by marriage, family, life, career stability and other factors, the demands of career are relatively stable, and their turnover will be relatively reduced.

Job title

The employees of "Sunshine Lemon" are middle-level employees, and the rest are grass-roots employees. The ratio of middle-level employees to grass-roots employees is 1VR 3.6, but the turnover ratio is 1VR 5.5. Although the position is not high, Sunshine Lemon says that for the company, the positions of grass-roots employees are extremely important, with the following characteristics.

1) they are the only employees of the company that the guests have contact with, and their performance directly determines the guests' perception of the company.

2) they have a strong desire to pursue happiness and respect.

3) they have been in the company for a short time, they are young, they do not have a strong sense of identity with their career, and they are less willing to accept a challenge job.

Degree

The data show that the turnover rate of senior high school students in Sunshine Lemon is the highest, followed by undergraduates, while graduate students are paid more attention because of the introduction of special talents, and the turnover rate is now 0. Undergraduates enter the dessert industry, find their own position, and how to make career planning is a problem faced by the whole dessert industry, and it is also an unsolved problem for "Sunshine Lemon". The expectation difference of this group is the biggest.

Reasons for leaving

Judging from the information obtained by the former employees in filling in the turnover questionnaire and part of the interview, the reasons for employee turnover are as follows: family reasons, dissatisfaction with the status quo of the position, personal development reasons, physical reasons, salary / welfare dissatisfaction, geographical factors, further study, job transfer, and company dismissal. Among them, family reasons are the first, and personal development is the second. However, the above figures are not necessarily accurate because employees tend to avoid telling the real reasons when leaving, and will give a random reason to make it easy to leave. (the above is an excerpt from "employee turnover Analysis of Sunshine Lemon confection Shop")

Finally, in view of these phenomena, Sunshine Lemon has made a total of 8 solutions: recruitment interview design, improvement of leadership art, communication mechanism, perfect establishment of platform, construction of corporate culture, improvement of incentive system, training mechanism, clear job setting, effective employee career planning, strengthening the function and principle of human resources management department (due to the limited space, we will not introduce it in detail here).

Of these eight solutions, two points can be put forward here for reference by people in the industry.

At present, the design of the salary policy of "Sunshine Lemon" is different from the employees' psychological cognition of salary. The proportion of variable pay (40%) is too large for ordinary employees to accept.

Attach importance to the understanding of existing employees, it is more necessary to conduct a survey among existing employees to understand the reasons for choosing to stay in the company, and to analyze the reasons for employee turnover from a different point of view.

three

Throbbing and burning immortal grass: a perfect promotion system

According to Wu Bin, general manager of "throbbing burning immortal grass", at present, there are three business models of "throbbing": direct stores, single stores and regional franchises.

Throbbing its own store currently has a staff turnover rate of 30%, 40%, and its staff is relatively stable because most of the stores are "mom-and-pop stores". The highest turnover rate will reach 100% depending on the implementation of the headquarters' policies.

As for the low wastage rate of directly operated stores, Wu Bin summarized it as a "perfect promotion system".

"of the 30% of staff turnover in direct stores, the waiters at the grass-roots level account for the largest proportion, but the turnover of employees at or above the supervisor level is very small. Competitive salary in the industry is one of the reasons, on the other hand is the perfect promotion system. Throbbing's operation is now mainly for backstage support, which requires more brand maintenance personnel. After the store staff in the direct headquarters are promoted to manager, there will be positions such as supervision and operation manager that can be promoted. at the same time, they can also own shares in stores and set up branches depending on their ability. " Wu Bin told reporters.

For joining individual stores and district Wu Bin introduced, "throb" will regularly send supervisors to stores to score, for stores that do not comply with the company's policy will be punished until the termination of cooperation. From the perspective of actual operation, the staff turnover of stores that can be implemented in accordance with the company's policy is correspondingly low.