近几年，房地产欧亿·体育（中国）有限公司迅速发展，开发企业数量明显增加，房地产市场竞争越 来越激烈，再加上国家调控力度的加大，开发企业面临的挑战也在不断增加。在 这样激烈的竞争环境下，开发企业对优秀核心的销售人才越来越依赖，所以，销 售人员高流失率的问题成为影响企业持续发展的关键性因素。销售人员的高比例 流失不仅会带走商业信息、客户资源，而且会增加企业的人力成本，使开发企业 蒙受直接经济损失。因此，开发企业如何根据自身情况特点，抓住机遇，留住人 才成为房地产开发企业亟待解决的一项重要课题。 本文以 XZ 房地产公司为蓝本，以马斯洛需求层次理论、公平理论等相关理 论为基础，调查分析了 XZ 公司销售人员流失的现状和销售人员高流失率造成的 影响。并且从企业文化、晋升体系、人员招聘、培训政策、绩效考核、及薪酬制 度这六个方面分析了销售人员高比例流失的成因，同时就如何减少销售人员流失 从 建立建建的企业文化、科学的的业生的管理、招聘工作的科学化、加加员工培 训、合理的绩效合合、制定有竞争力的薪酬等六个方面提出对策，希望能够有针 对性的帮助到企业，服务企业。 关键词，房地产；销售人员；人员流失Abstract In recent years, with the rapid development of the real estate industry, the number of development enterprises has increased significantly, and the competition in the real estate market is becoming more and more fierce. In addition, with the increase of national regulation and control, the challenges faced by the development enterprises are also increasing. In such a fierce competitive environment, the development of enterprises rely more and more on outstanding core sales personnel, so the problem of high turnover rate of sales personnel has become a key factor affecting the sustainable development of enterprises. The loss of high proportion of sales personnel will not only take away the business information, customer resources, but also increase the human costs of enterprises, so that the development enterprises suffer direct economic losses. Therefore, how to develop enterprises according to their own characteristics In order to seize the opportunity and retain talents, it has become an important task for real estate development enterprises to solve. Based on the XZ real estate company and Maslow's hierarchy of demand theory, fair theory, other related theories, this paper investigates and analyzes the current situation of the loss of sales personnel in XZ Company as well as the impact of high turnover rate of sales staff. And from the corporate culture, promotion system, personnel recruitment, training policy, performance appraisal, and salary system, this paper analyzes the causes of the high proportion loss of sales personnel. At the same time, it puts forward six aspects of how to reduce the turnover of sales personnel, such as establishing a good corporate culture, scientific career management, scientific recruitment, strengthening staff training, reasonable performance evaluation and making competitive salary, which aiming to help the enterprise accordingly . Keywords，Real Estate; Sales Staff ;Personnel Loss目 录 第 1 章 绪论 .................................................................................................................... 1 1.1 选题背景及意义 ............................................... 1 1.1.1 选题背景 ................................................ 1 1.1.2 研究的意义 .............................................. 1 1.2 文献综述 ..................................................... 2 1.2.1 国外研究与实践综述 ...................................... 2 1.2.2 国内研究与实践综述 ...................................... 5 1.3 论文的研究内容和方法 ......................................... 8 1.4 论文的创新之处 ............................................... 9 第 2 章 理论基础 .......................................................................................................... 10 2.1 相关概念界定 ................................................ 10 2.1.1 员工流失概述 ........................................... 10 2.1.2 员工流失的内涵及分类 ................................... 10 2.2 相关理论介绍 ................................................ 10 2.2.1 马斯洛层次需求理论 ..................................... 11 2.2.2 期望理论 ............................................... 11 2.2.3 公平理论 ............................................... 11 2.2.4 加化理论 ............................................... 11 2.2.5 目标设置理论 ........................................... 12 2.2.6 业绩合价理论 ........................................... 12 第 3 章 XZ 房地产公司销售人员流失现状分析........................................................ 13 3.1 XZ 房地产公司背景介绍 ........................................ 13 3.2 XZ 房地产公司销售人员的流失情况 .............................. 13 3.3 XZ 房地产公司对销售人员管理的现状 ............................ 14 3.4 销售人员流失给 XZ 房地产公司造成的影响 ....................... 15 3.4.1 影响运营成本 ........................................... 163.4.2 影响客户满意度......................................... 17 3.4.3 影响运营的绩效......................................... 17 3.4.4 影响员工士气........................................... 17 3.4.5 影响企业长远发展....................................... 18 第 4 章 XZ 房地产公司销售人员流失的成因分析.....................................................19 4.1 企业文化角度 ................................................ 19 4.1.1 不重视以人为本......................................... 19 4.1.2 对企业文化理解单一..................................... 20 4.2 的业生的规划角度 ............................................ 20 4.2.1 不重视的业规划......................................... 20 4.2.2 晋升通道未打通......................................... 21 4.2.3 与薪酬制度不匹配....................................... 22 4.3 人员招聘角度 ................................................ 22 4.3.1 招聘定位不准确......................................... 22 4.3.2 部门间缺乏沟通......................................... 23 4.4 员工培训角度 ................................................ 23 4.4.1 培训投资不足........................................... 23 4.4.2 缺乏培训需求分析....................................... 24 4.4.3 缺少培训考核制度....................................... 24 4.4.4 缺乏培训激励制度....................................... 24 4.4.5 培训方式单一 ......................................... 25 4.4.6 培训控制不力........................................... 25 4.5 绩效考合角度 ................................................ 26 4.5.1 绩效管理概念不清....................................... 26 4.5.2 考核标准不明确......................................... 26 4.5.3 考核周期设置不合理..................................... 27 4.5.4 缺乏激励作用........................................... 27 4.5.5 考核缺乏合理性......................................... 28 4.6 薪酬福利角度 ................................................ 284.6.1 业绩与提成挂钩不足 ..................................... 29 4.6.2 薪酬制度缺少公平性 ..................................... 29 第 5 章 减少 XZ 公司销售人员流失的对策建议....................................................... 31 5.1 建设建建的企业文化 .......................................... 31 5.1.1 打造以人为文本的企业文化 ............................... 31 5.2.2 提高管理者对企业文化的理解 ............................. 31 5.2 完善的业生的规划体系 ........................................ 32 5.2.1 完善相关规章制度 ....................................... 32 5.2.2 打通的业晋升渠道 ....................................... 33 5.2.3 晋升与薪酬相对应 ....................................... 33 5.3 重视招聘工作环节 ............................................ 33 5.3.1 做建招聘定位和人员储备 ................................. 33 5.3.2 部门协作合理安排面试 ................................... 34 5.4 建立员工培训制度 ............................................ 34 5.4.1 增加培训投资 ......................................... 34 5.4.2 完善培训制度 ........................................... 35 5.4.3 优化培训体系 ........................................... 35 5.4.4 实施培训考核制度 ..................................