The Truth Behind Employee Turnover

Lately,

But this time, the old staff of the Department also suddenly resigned, which made Lao Yu a little passive.

After all, Lao Cheng has been in the Ministry of information technology for more than six years, and has always been cautious and conscientious.

Where did it go wrong? Is it because of the problem of competitors?

With all these questions, Lao Yu, in line with the desire to retain key staff members, went to old Cheng for "leave the interview".

"Lao Cheng, you have been in the company for so many years, and have always been the focus of training for the company."

"I am very grateful to Yu manager for the training of the company."

"Your contribution to the company is obvious to all. The company's annual bonus will not treat you wrongfully."

"Thank you for your kindness!"

"Can you talk about the reasons for your resignation? What difficulties can be put forward to solve?"

"No, I have to resign from my family."

Although Lao Yu hinted at the next conversation that he was unhappy with his boss, Lao Yu had repeatedly affirmed the efforts and achievements of Lao Cheng, and promised that the promotion and salary increase at the beginning of next year would give priority to the old course.

However, Lao Cheng made a polite refusal.

In the end, Lao Yu only said goodbye to Lao Cheng. "OK, good luck!"

Find a reason for leaving.

Perhaps, when HR receives the employee's leave application, he always feels unhappy and mixed.

Happily, if the application is made by an employee whose performance is not as good as expected by the organization, the automatic turnover of employees may help enterprises to reduce many labor costs and reduce the communication costs of the organization.

The worry is that if the applicant is an employee whose performance is superior to those expected by the organization, the employee's leaving will inevitably cause great losses to the company.

The combined Domino effect is not what we can control.

But at least we have to understand the reasons for employee turnover. According to the author's analysis, the main reasons for employee turnover are:

First, seek a breakthrough in career and expect to be a more important job; second, it is not related to the management style of the direct supervisor; third, the internal system is chaotic; fourth, the salary and welfare of the company are not satisfied; fifth, the company's financial condition is not good.

And the nature of work is not compatible with personal interests or personality, family factors, problems with colleagues, personnel problems, health factors and so on, to a large extent are excuses or reasons for resignation.

How to dig out the reasons for employee turnover so as to "suit the remedy to the case"? HR needs to have a face-to-face "exit interview" with the departing employees.

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But in fact, when we are leaving a job interview, we often find that when employees are leaving, what they say is not true.

The reasons for this are not true reasons for leaving.

The mentality is not to offend the director, so as not to suffer from "settling accounts after the autumn".

For example, in the case of Lao Yu asked Lao Cheng's reasons for leaving, Lao Cheng did not mention the fact that he did not get along well with his superiors and always emphasized personal reasons.

In this way, Lao Yu was confronted with the "cover up" of old Cheng, and in the context of the retention of employees' language retention, it was impossible to dig out the real reasons for their resignation.

Some HR take it for granted. They simply think that the reason for employee turnover is like the resignation application. They only treat the exit interview as a routine, and do not think about the truth of the matter.

In fact, the real reasons for leaving the office are closely related to the supervisor except for the first person's career development is limited or he expects to hold more important positions.

Behind the truth

Some employees disagree with the leader's style of leadership and question it.

Others are concerned about the internal needs of employees because they do not care about their employees.

Some are because the supervisor's conduct is not enough to emulate, while others are unfair in charge.

Others are poor communication with supervisors and unable to achieve job performance.

Some executives only take up their own promotion, regardless of their career planning.

Some executives are ignorant, others are aware of it.

Most of the heads of the human resources department understand this principle, not only do they see clearly, but also hear clearly.

But sometimes, because of feelings, we can only open one eye and close one eye.

It is better to sacrifice one or two employees in exchange for the self perception of supervisor.

I hope that with the occurrence of events, I will give the supervisor some space to learn and more practical experience in management. I hope the manager can explore and improve his own weakness in the workplace.

However, not all of the supervisors we face are introspective, but also because of their differences in age, sex, background, education and values.

Sometimes the supervisor is in the face of pride and face, unwilling to admit that there are many wrong people.

There are few directors who are willing to admit mistakes, but those who want to improve their weaknesses.

We can only tell the manager indirectly in a roundabout way.

The significance of the exit interview is to help the organization clarify the problem and solve the problem.

If it is only perfunctory, it will not only help the problem itself, but also deepen the organization's problems and create an incomparable gap between the organization and its employees.

The head of the human resources department has the responsibility and obligation to point out where the problem lies, and clearly let the supervisor know what kind of cost the employee will leave to the organization, what kind of cost it will cause, how much impact it will have on the Department, and how far-reaching the impact will be.

Clarify each other's responsibilities and no longer obscure its focus.

Provide relevant information on a regular basis so that the supervisor can know the trend and development of the employees who left their posts, cultivate their concern for the staff, bring people to heart, and place themselves in the position of employees.

After all, the key customers of human resources management services are the heads of the company, not all the employees.

So when we are doing the exit interview, please try to see the clues from the eyes of the employees. Judging from the behavior helps us understand the truth of the matter.

For a sustained and stable development enterprise, injecting new blood regularly may activate the kinetic energy of the organization, but the loss of talents will inevitably result in a decline in the competitiveness of enterprises.

To the individual, if the director can understand profoundly that good talents can not be met, and know how to grasp talents, cherish talents and make good use of talents, then the exit interview is of great significance.

The sincerity of a supervisor can be exchanged for loyalty.

Spend more time on your employees, and you will get more from your employees.