Leave The Best Talents.

"When flowers bloom, you leave me, leave me..."

Chyi Chin's melancholy singing seems to be the curse of some enterprises: in March and April, after the Spring Festival every year, some enterprises may encounter a peak of employee turnover. The year-end performance appraisal has been completed, and the "carrot" and "stick" of the award belong to their owners.

When a company is not satisfied with its employees, it may take the last place to "eliminate the old and innovate", and when employees feel disappointed in the enterprise, they will also choose to leave.

A friend who was a HR once said to me, "since the manager of human resources department has done the most work, it has been recruiting people. The most feared thing is the unexpected resignation letter from employees."

The abnormal turnover of personnel, especially the turnover of core staff, often makes managers feel passive.

"Just like the photocopier used up paper, like a stapler without staples, they always leave at the most inappropriate time.

This kind of reality will hurt you, especially when those who are good, especially those you particularly want to retain, decide to leave.

Why do some people join the company when they come to work happily and end up leaving the company?

When the abnormal departure of an enterprise develops from "individual behavior" to "a phenomenon" and "a trend", the manager should reflect on whether the employer is unkind or the employee is unjust.

Is there a problem in recruiting strategies or is there a problem with the employment mechanism?

Is business thinking biased or corporate culture changed?

So, leaving management is not a simple or easy topic.

Dangerous "three middle" and "three stage" crowd

How much is the cost of employees' abnormal turnover?

According to a study by Fortune magazine, when a worker leaves a job, the cost of replacement is up to 1.5 times the salary of the employee after leaving the job.

Before the employee wants to quit, the morale is low, the performance is poor, the cost is spent, the recruits need the cost, and the training needs the cost.

In case employees take away technology and customers, it is a greater cost loss to go to competitors.

Who wants to leave?

Why do we have to leave?

Where are they going?

How can they not leave?

This is what enterprises most want to know when they are leaving management.

The survey shows that there are three types of employees and three employees who are more "dangerous".

The three category refers to people's middle age, middle income and middle-level cadres. The three period refers to the new crisis during the probation period, the promotion crisis after two years of work, and the job weariness crisis after 5 years of service.

The first step is to recruit the right people.

No matter "three middle" or "three period", even the non "three middle" and "three phase" employees will also leave their jobs. The general reasons for employee turnover are two aspects: internal and external causes: there are better opportunities outside, and more temptation to wait.

External factors are only factors of promotion, and internal factors are the fundamental determinants.

Internal factors can be viewed from the following eight aspects: hope to improve salary and welfare, not see the future of development, tired of the industry, interpersonal relationship, dissatisfaction with the working environment, lack of learning opportunities, pursuit of job promotion, personal reasons, etc.

Staff decide to leave or stay, usually not a single cause, but the comprehensive factors are at work, and different people, different positions, age, gender, educational background, their reasons for leaving are different.

The complicated reasons and changeable mindset (how do we manage to build a talent management project?)

All of a sudden, start from scratch!

Therefore, the first step is to recruit suitable people.

In addition to the conflict of values, people also have differences in personality, behavior style and vocational interest.

Different people have different career interest orientation: some people are social type, like dealing with people; others are research type, curious about deep and difficult things; some are artistic, sensitive to beautiful things; others are business oriented, sensitive to numbers and results.

Different interest orientations have different career expectations and are suitable for different jobs.

Keep your job: let people who want to do things have something to do.

The opportunity and the space for development are the experiences of many enterprises in attracting talent and retaining talents, which are "low cost" but often fail.

An employee who is in the pursuit of progress always hopes to accumulate more experience and take on more important responsibilities.

I love Chen Haiying, the human resources director of my home real estate company, who has a top job in talent management, that is, "make them busy."

"When they are in a busy state, they get a lot of experience in their busy work. They feel full, rewarding and capable of being recognized and promoted."

Not every enterprise has a large number of vacancies, only waiting for talents to grow up.

Li Rong, vice president of Capitel group, said: "the average age of Capitel employees is 30.5 years old, including the general manager, with a relatively young staff structure.

If your boss is 32 years old and you are 28 years old, you can't see any chance of promotion, and you will turn away.

Capitel has designed a set of job sequences to design three directions for employee career development: management, business and technology. If these three aspects are to be developed, how should we work hard and how to move forward step by step?

The multi direction development plan is to satisfy the motivation of different positions, so that they can get satisfaction from their careers.

Treatment and retention: the most realistic way to stay

"Money is not everything, but no money is impossible."

It may be appropriate to use this proverb to describe salary factors such as salary and welfare.

How attractive is salary to talent?

HR have the most say.

A survey shows that people who are accustomed to "people coming and going" have expressed their understanding of the assertion that "high salaries attract talents and low wages affect enthusiasm". More than 80% of respondents believe that high salary is undoubtedly the first attraction for talents. "For most people, we need relatively rich income to solve the needs of life first, then we can settle down to do their professional work."

More than 60% of respondents believe that "high salaries can dig talent".

The use of remuneration to attract talent has been widely recognized and applied in the business community.

Emotional retention: 42 calls for thousands of pounds

Whether it is to provide jobs or raise salaries, the resources of the organization are always limited, and "desire" is always difficult to fill.

Therefore, HR recognizes that the best way to keep people is to keep their hearts and hearts.

Employees who have experienced the same joys and sorrows and have feelings for enterprises are generally not easy to quit.

"A person may be tempted by the high salary outside, but he decided to stay at last, not because we raised his salary, but because he could not bear those colleagues."

A personnel manager said.

The employment relationship of modern enterprises is not only reflected in the direct or indirect monetary reward of employees, but also the need to provide enough sense of occupation security, sense of belonging, pride and respect due to recognition of personal achievements and capabilities, and the sense of achievement and self realization brought about by the exertion of personal abilities.

The stronger the feeling that employees get from the organization, the stronger the employees' sense of belonging to the organization, the weaker their motivation to quit.

Those who get the "best employers" tend to focus on emotional investment in their talents. They often spare no effort in their work, such as humanized office environment, flexible working hours, establishing nurseries for mothers, and providing good benefits.

And like Procter & Gamble, DDT and other companies, the war of aggression began at the university stage, the establishment of corporate scholarships, and the provision of internship programs for college students.

In addition, the general manager has attached great importance to the executives around him. He has formed a stable core leadership, and has formed a stable talent circle with the help of the core. His superiors have been pferred to the lower levels and passed at the first level, thus forming a line of feeling which is based on trust and respect. This is helpful for retaining talents.

Welcome to "good horse".

In modern enterprise talent management, the idea that a good horse does not eat the grass is out of date. The real situation is: if a person has a connection with the enterprise, such as working here or taking part in an interview, it will be easier to hire him, because if a good person does not understand your business at all, it will be even harder for him to sell the work to him.

How an enterprise treats its employees is not only a reflection of the company's leadership, but also a reflection of corporate culture.

Pay attention to humanity, pursue goodwill, harmony and people-oriented "HP way" trust and respect everyone. It believes that as long as employees are given proper means and support, they are willing to work hard and will do well in their work. It encourages talents to flow, and does not discriminate against employees who leave HP because the company believes that job hopping is not a betrayal.

This is the story of Gao Jianhua, assistant director of Hewlett-Packard Co, chief planning officer and chief knowledge officer of HP, "two out three entries".

More and more Chinese enterprises realize that leaving employees is also a wealth of talent resources.

In addition to waiting for the "self-awareness" of the departing employees, the more positive way is: like Mr. Lai Bingrong, the founder of Motorola, after leaving his employees (such as Tim Chen), he still cares about the development of his new job and understands the real reasons for his resignation.

Correctly looking at turnover and cultivating talents' growing soil

Mountains change because of circumstances, and people change because of thinking.

We should not blame employees for developing or changing their mentality, or "the mountain looks high on the mountain". The key to the problem is "to make employees' change mentality into a controllable state of enterprises".

Human resources expert Kai Yuan once said: "if employees pursue career changes, change to the outside is job hopping, and enterprises can achieve internal career diversity through internal job rotation or job location; employees pursue the stimulation of entrepreneurship, and enterprises can satisfy their employees' entrepreneurial desire by implementing the internal business incubator mechanism or establishing a career division.

For the vast majority of employees, they want their enterprises to have a good talent growth environment, suitable growth space and survival soil.

Just as the deterioration of the environment will cause soil erosion, the deterioration of the talent environment will cause brain drain.

Job hopping, though seemingly personal, is actually a reflection of corporate behavior.

When employees leave, managers need to do more than retain a person. They need to reflect on whether or not the talent environment of enterprises is deteriorating.

At the same time, not all staff turnover is a loss, because "Paulownia" suitable growth environment and "Korean pine" is different.

The essence of enterprise talent management is not to lock up Zhang San Li with "golden handcuffs", nor to extinguishing fire after fire, but to make oneself become a fertile land.