Do You Manage The Departing Staff?

At first glance, it seems to be a false proposition to manage employees who leave the company, because no matter whether the employee is forced to leave or to change his job, once the contract is maintained, the word management should lose its meaning automatically, otherwise it will be a bit of a challenge.

Just after hearing too many stories about the resignation of employees and their old friends or even against court, will you suddenly get a glimmer of worry: those employees who have made you proud will become careless saboteurs and competitor allies?

This doubt is not a worry. Just after the National Day holiday, a real estate agency's "peer dealing" news has attracted many eyeballs.

It was reported that a real estate agent near anzhen bridge was smashed by several people because of the contradiction caused by the flow of personnel. A lot of articles in the shop were destroyed, while the smashing agent was another employee of the real estate agency company.

Don't think that this is just the crux of the real estate intermediary company.

Enterprises with a sound system will surely be resigned with resentment, and those who are highly qualified for job hopping may inevitably say a few old clubs.

Just like that, the enlightened mother-in-law also has the time to let her daughter-in-law suffer injustice, and the daughter-in-law who knows the truth is always an impulse to speak ill of her mother-in-law.

In this way, it is obviously necessary to do some proper management before the staff leave, or at least reduce the probability of mutual criticism.

It seems to be a good prescription to reduce staff turnover.

However, the normal turnover rate is a necessary guarantee for the vitality of enterprises. Moreover, there is no evidence that reducing the turnover rate will definitely reduce the frequency of improper employee turnover.

It seems that when the turnover rate is stable at a suitable level, it is necessary to find a better way to reduce the losses caused by improper employees' turnover.

Before that, what kind of employees who leave their employees are prone to misconduct and cause unneglecting losses to enterprises.

Employees who are dissatisfied with or even resentful about the company are obviously the first to bear the brunt. They may be exploited because of their low salary and welfare, or suffer from grievances due to interpersonal conflicts or feel that they are not able to get angry. In a word, no matter what the objective facts are, they can easily find an opportunity to revenge their old masters on the basis of this fact, so the destroyer of corporate image is likely to appear.

If these groups are more willing to blacken the initiative, those who take the initiative in job hopping may be more likely to unconsciously damage their interests.

They may have the skills and grasp the core information and customer resources of some original enterprises. When they serve other companies, they can easily play the role of a rival allied force.

But not all the destructive and competitive behavior needs to be paid to the attention of the enterprise. The management of the employee should be locked in the potential discredited people who attack the image of the enterprise and the future competitors with the core information.

The management of these exemptions can not simply turn to strong and empty corporate culture or unreachable legal constraints. After all, not all enterprises can create a culture like HP, leaving the departing person to turn away as Gao Jianhua did and offer a "smile away from HP" for the old owners, while legal restrictions can evade malicious leaks, but their disciplinary measures are still lagging behind. In the increasingly competitive real estate market, especially in the land sector, few enterprises can guarantee that they will not be badly hurt after several leaks. Moreover, not all misconduct can be included in the jurisdiction of the law.

The long term institutional construction is not an empty option. Let's know, on the one hand, a fair enterprise system can reduce the number of dishonest people. For the vast majority of employees, malicious maltreatment will only happen in a long time after unfair injustice. On the other hand, the standard system can reduce the probability of core information and customer resources being monopolized by an employee, and minimize the loss of core employees.

But only a long-term system is not enough. The management of employees is more important in immediate relationship management.

It may be more effective to repair the relationship with the system, culture and law.

For potential dishonest people, appropriate humanistic care in the process of resignation may have an ingenious effect on reducing their dissatisfaction. In particular, the necessary exit interview for managers and the immediate resolution of past conflicts should not be underestimated.

The longer term relationship management has a better effect on those who have the skills to quit.

The long established relationship between the enterprise and its employees can enable them to retain their sense of belonging and identity to their old employers, and thus reduce the possibility of "betrayal".

It is unrealistic for the real estate enterprises to expect all the departing people to be able to offer a gift after leaving their posts, like Gao Jianhua, but it is possible to avoid the farce of "peer dealing" through proper management.

It is not only urgent for managing the real estate tycoons who have achieved a centennial ambition to manage their quit employees and prevent them from misconduct.