改革开放初期, 因我国人口基数大，劳动力丰富，人员流失对企业带来的危害微乎其 微，故各类企业都忽视了对人员流失的管理。但进入 21 世纪，经济的高速发展，企业数量 及就业机会的增加，因而跳槽机会增多，人员流失越来越严重，对企业的危害性也日益突 显。而此同时，企业的竞争模式也发生了根本性变化，从单纯抢占市场份额和客户争夺与深 挖的竞争模式转变为加强企业自身管理的战略模式，而减少人员流失，保持人员稳定是加强 企业自身管理的前提基础，是在激烈的竞争环境中赢得一席之地的核心因素。DGE 公司为外 商投资企业，属于中高端科技和劳动密集型企业，但每年基层员工流失率高达 40%,已严重影 响公司的正常运营和管理。在企业竞争中，高流失已严重地置公司于不利之地，给公司带来 成本增加、管理混乱、名誉受损等不利影响。因此，本文以人员管理领域和心理学领域相关 理论为基础，结合问卷调查法和访谈法对 DGE 公司基层员工流失问题进行调查和分析,并根 据调查分析结果提出有效的、针对性的改善预防措施。 本论文通过系统的调查分析，归纳出 DGE 公司基层员工流失率过高的五大原因。首先、 基层员工对企业文化环境融入度低：缺泛以人为本的人文文化，对基层员工的关注度低；基 层员工对企业文化认同度低；新进基层员工的存活率低；问题申诉解决途径不清晰不透明； 娱乐设施及活动匮乏；工作压力不能有效释放。其次、基层员工技能培训及职业规划制度不 合理：管理者思想观念陈旧；培训晋升制度缺乏合理性和科学性；教材形式化；课程方案设 计与基层员工的知识层次脱节；培训仅为应付客户稽核；撑握的技能与薪资褔利及晋升脱 节，影响参加培训的积极性。再次、绩效考评体系问题：绩效考评制度不健全；绩效考评未 能与薪酬福利挂钩；考评缺乏客观、公平、公正；考评周期不合理；考评人员单一；考评体 系无客观的依据和可量化的考评文件；晋升及福利不以考评成绩为基础。第四、人员招聘制 度不健全：岗位分析不完善；招聘计划不合理；未能结合产品特性进行招聘；招聘渠道单 一；筛选环节问题。最后、薪酬福利制度弊端：薪酬福利结构单一；无绩效褔利；薪酬制度 无激励机制。 根据 DGE 公司基层员工流失的原因，结合 DGE 公司实际情况，为降低基层员工流失，制 定有效的改善措施。一、加强企业文化建设：创建关心员工、发展员工、依靠员工的以人为 本的企业文化；树立共同目标；对新进基层员工给予更多关心与关爱；提升管理层形象和树 立正确的价值观；实行信息共享；建立基层员工伙伴关系体系，关注新进基层员工；设计和 建立娱乐文化体系；增加和建立文体活动的基础设施，开展更多娱乐活动。二、建立合理的 基层员工技能培训及职业规划制度：建立和完善公司培训制度；增加对培训效果进行评估和 反馈的监督机制；注重培训的实用性；加强培训力度及广度，工作技能和个人素质培训相结 合；用物质或精神方式认可基层员工能力提升；设计合理的晋升体系；提供发展机会，实现II 职业发展的可持续性。三、完善绩效考评体系：构建绩效考评的成绩决定福利收入的考评制 度；坚持公平、公正、公开及透明原则；增加考评频次；福利、奖金、晋升、岗位调动以考 评结果为基石。四、完善招聘制度：完善岗位分析；完完善招聘计划，增加招聘形式；建立 正确的选人和用人标准；把控应聘者的价值倾向；客观招聘；人资部门与用人部门协作招 聘。五、改善薪酬福利制度：建立具有竞争性的薪酬体系；增加薪酬福利组成部分；建立技 能评估制度，薪酬以撑握的技能为基础。 通过本课题对基层员工流失问题的研究，希望形成适合我国劳动密集型企业基层员工的 管理机制，为 DGE 公司及劳动密集型制造企业的发展和社会的进步贡献点滴之力。 关键词：DGE 公司;基层员工;员工流失;员工伙伴关系III Abstract In the early stage of reform and opening up, due to China’s large population base, abundant labor force, the loss of personnel brought little harm to enterprises, so all kinds of enterprises ignored the management of personnel loss. However, in the 21st century, with the rapid development of economy, the number of enterprises and the increase of employment opportunities, job-hopping opportunities increase and staff turnover becomes more and more serious, and the harm to enterprises becomes increasingly prominent. And at the same time, enterprise’s competition pattern has had the fundamental change, also from the simple to grab market share and customers for the competition model with dig into the strategy model, strengthening the management of the enterprise itself and reduce staff turnover, keep staff stability is the premise foundation, strengthening the management of the enterprise itself is earned his place in the fierce competition environment of the core factors. DGE company is a foreign-invested enterprise, belongs to the high-end technology and labor-intensive enterprise, but the annual turnover rate of grassroots staff as high as 40%, has seriously affected the normal operation and management of the company. In the competition of enterprises, the high loss has seriously put the company at a disadvantage, resulting in cost increase, management chaos, reputation damage and other adverse effects. Therefore, based on relevant theories in the field of personnel management and psychology, this paper conducts a survey and analysis of grassroots employee turnover in DGE company by combining questionnaire survey and interview, and puts forward effective and targeted improvement and prevention measures according to the survey and analysis results. Through systematic investigation and analysis, this paper summarizes the five reasons for DGE company’s high turnover rate of grassroots staff. First of all, grassroots employees have a low degree of integration into the corporate cultural environment: lack of people-oriented humanistic culture, and pay little attention to grassroots employees; The basic level employees have a low degree of corporate culture identification; The survival rate of new junior staff is low; The way to solve the problem appeal is not clear and transparent; Extensive recreational facilities and activities; Work pressure can not be effectively released. Secondly, the system of skill training and career planning for grassroots employees is unreasonable: managers have outdated ideas; The training and promotion system lacks rationality and scientificity; Formal teaching materials; The curriculum plan design is disjointed from the knowledge level of basic staff; Training is only for customer audit; There is a disconnect between skills and salary benefits and promotion that affects motivation to participate in training. Thirdly, problems of performance appraisal system: Performance appraisal system is not perfect; Performance appraisal is not linked to salary and benefits; Lack of objectivity,IV fairness and justice; Unreasonable evaluation period; Single assessor; The evaluation system has no objective basis and quantifiable evaluation documents; Promotions and benefits are not based on performance. Fourth, the personnel recruitment system is not perfect: job analysis is not perfect; Unreasonable recruitment plan; Failure to recruit based on product characteristics; Single recruitment channels; Screening questions. Finally, the disadvantages of the salary and welfare system: the salary and welfare structure is unitary; No performance benefits; There is no incentive mechanism in the salary system. According to the causes of grassroots staff turnover of DGE company and the actual situation of DGE company, effective improvement measures are formulated to reduce grassroots staff turnover. 1. Strengthen the construction of corporate culture: create a people-oriented corporate culture that cares for, develops and depends on employees; Set common goals; Give more care and love to the new grass-roots staff; Improve the image of management and establish correct values; Implement information sharing; Establish a partnership system for grassroots employees and pay attention to new grassroots employees; Design and establish entertainment culture system; The infrastructure for recreational and sports activities should be increased and established, and more recreational activities should be conducted. 2. Establish a reasonable skill training and career planning system for grassroots employees: Establish and improve the company's training system; Increase the monitoring mechanism for evaluation and feedback of training effectiveness; Pay attention to the practicality of training; Strengthen the intensity and breadth of training, work skills and personal quality training combined; To recognize the improvement of the ability of basic staff by means of mat