How To Quit Management?

< p > according to the wake formed on the front of the ship, the operation of the ship can be judged: the straight line wake indicates that the ship is moving ahead steadily; if the wake wakes up or down, it may be something wrong with the ship.

For a gift company, when employees leave, he will also leave a "Wake" to observe the situation of "Wake" and analyze whether the organization's ship is running normally.

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< p > < strong > the brain is still rotating: the "Wake" of knowledge < /strong > /p >

< p > according to the investigation by the management consulting organization, 70% of the core knowledge needed to carry out the work is stored in the head of the departing employee. If it can not be effectively pferred, the work of the successor will be greatly affected.

Therefore, the "Wake" of managing employees should first be the "Wake" of knowledge. The most important value of leaving employees is knowledge created during the company, the process of establishing, new skills and methods of development, and customer resources.

Therefore, the gift enterprises should try to save and keep the treasure house in the brain of the departing employees, so as to keep the knowledge management of the departing employees well.

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The knowledge pfer work that should be completed before leaving the employee is as follows: < /p >

< p > clarify the knowledge and skills required for the post; < /p >

< p > combing the work process of the post and establishing the flow chart; < /p >

< p > finishing finishing and unfinished work; < /p >

< p > put forward the need to improve and pay attention to post work; < /p >

< p > arranging and submitting post core information, such as customer resources; < /p >

< p > notify the internal and external customers, help to take over the work link; < /p >

< p > informing the successor of the hidden rules in the work of the enterprise; < /p >

< p > compliance with confidentiality agreements and prohibition of business strife, if not, supplementary signature; < /p >

< p > in addition to the "list" of knowledge pmission, the Ministry of human resources should also establish the process and mechanism of knowledge pfer, and push the business departments to explore the knowledge of their employees as much as possible, instead of letting these valuable knowledge be disposed of in their packaged bags.

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< p > identify which employees can best take the place of the post, and assign the successor immediately if possible; < /p >

< p > identify the most critical and most knowledge-based knowledge, and ask employees to process or plate their employees. < /p >

< p > phased assessment of handover effect and target achievement, timely removal of obstacles and support; < /p >

< p > the departing employee hosts an internal work exchange meeting or training, passing on job knowledge to let other colleagues understand and master; < /p >

< p > let the departing employee lead the successor to visit the internal and external customers, so that the working relationship can be extended; < /p >

< p > establish short-term communication tools, such as telephone, MSN, etc. < /p >

< p > during the period after the employee has left office, the successor has any doubt that he can help the departing employee at any time and store the useful information.

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< p > < strong > the "Wake" /strong < < /p >.

< p > after receiving the letter of resignation, the HR department must respond to the first time to show that the company attaches great importance to its resignation. Any delay and neglect may make the employee's hesitation become very firm.

Pay attention to secrecy when receiving employees' leave application, because some employees do not really want to leave, and may choose to stay after communication.

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< p > < strong > timely response, emotional comfort < /strong > /p >

< p > when dealing with leaving, pay wages in time, handle relevant formalities, pay compensation accordingly, and do not overlook with employees. This is also a very important point to reflect the humanization of the company.

It is reported that a company makes the award of leaving handover, and if it performs well in the handover process, it will receive an additional reward of 2000 yuan, which has achieved good results.

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< p > < strong > strengthen ties and maintain relations < /strong > < /p >

< p > in recent years, a new position has appeared in the human resources department of many multinational companies: "old employee relations supervisor", who is responsible for maintaining the contact and communication with former employees.

Through communication and communication, these employees can not only continue to pmit market information and provide cooperation opportunities for the original company, but also make valuable improvements to the original company's internal management and operation mode combined with the actual work experience and feelings of the current post.

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< p > leaving employees are also important as employees and external customers. As long as the company is making sincere efforts, a considerable number of employees can become a supporter, client or business partner of the company, and continue to create wealth for the company.

Therefore, it is necessary for enterprises to establish an atmosphere of "being an employee and always a friend".

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< p > < strong > welcomes reflux and establishes system < /strong > /p >

< < p > > < < a href= > http://www.91se91.com/news/index_cj.asp > > wealth > /a > magazine has found that after an employee has left her job, the cost of replacement is up to 1.5 times of the salary of the departing employee, and the cost of leaving the management is higher.

The departing employee is more familiar with the company's business process and corporate culture, and can improve the original unsuitable place after the experience of job hopping. Secondly, employees choose to go back to the company generally have been thoughtful and loyal.

Therefore, enterprises can include their employees in the recruitment scope and establish a re employment system.

But in the process of re employment, we should pay attention to the following questions: < /p >

< p > 1. reassess the ability and experience of reemployment staff to ensure the match with the post.

After many days, the company's business or position has changed, so we must know whether the staff can continue to be competent or original.

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< p > 2. the staff's historical files should be kept intact. Before returning to work, they should review their past experiences and contributions in the company, welcome them to the value staff, and be cautious about the problem employees.

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< p > 3. set up conditions for re employment, such as limiting the number and time of re employment.

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< p > 4. for value employees, the "quasi re employment system" can be adopted, that is, the company allows employees to go out to work in a month of job burnout, which is similar to "no pay leave".

For some employees who leave graduate school or go abroad, they can focus on re employment.

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< p > < strong > robust steering: correct "Wake" < /strong > /p >

< p > if the employee < a href= "http://www.91se91.com/news/index_s.asp" > leaving "/a" is regarded as a small crisis, then the crisis is also an opportunity. The company can find a breakthrough point and breakthrough from its employees.

Because employees who leave often know more about the company and dare to tell the truth.

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< p > when the employee proposes to leave, he usually has a lot of deposition in his mind, including a lot of valuable information. The human resources department should understand and collect as much as possible.

On the one hand, the Ministry of human resources should fully communicate with the departing employees, on the other hand, it should communicate with the business departments and do a good job in the role of "intermediaries".

A company stipulates that employees must receive a leave application form in the Department of human resources, so that the HR department will first leave a job interview before filling in the application, rather than wait for the employment department to approve the interview before leaving, so that the personnel can be retained as far as possible.

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< p > it should be noted that the supervisor of the departing employee usually has some subjective views. The HR department must stand between the two, jump out of the problem and set up a fair and just sense of trust in the eyes of employees.

There are many reasons for employee turnover, and the analysis is rather complicated. Human resource personnel can learn from the findings of Hewitt, a famous human resource consulting firm. The survey points out that the key factors leading to employee turnover are concentrated in 7 aspects: < /p >

< p > Leadership: mutual trust between staff and leadership; < /p >

< p > work task: the influence of employees' work / task (recognition), the challenge of work and the interest in work; < /p >

< p > interpersonal relationships: dealing with multi dimensional interpersonal relationships with superiors, colleagues, clients and subordinates; < /p >

< p > culture and purpose: does the employee have a sense of purpose and strong organizational value? < /p >

< p > Quality of life: the balance between work environment and family life; < /p >

< p > growth opportunities: opportunities for promotion, growth, training and learning; < /p >

< p > total remuneration: wages and economic remuneration, welfare.

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< p > the analysis of the enterprise's "tail flow" is very helpful to see the deep management problems of enterprises and find a breakthrough for the improvement and pformation of enterprises.

The company can leave the employees leaving a more perfect "Wake" and let employees see that they will also have such a beautiful "Wake" if they leave the company in the future.

A vision enterprise must take the employees as a valuable human resource to manage, and regard every contact point between the staff and the enterprise as the value creation point of the enterprise. This is the continuity management of talents and a brilliant talent strategy.

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< p > < strong > the art of leaving Management > /strong > /p >

< p > Motorola: never mind the past, good horse back, < /p >.

< p > > a href= "http://www.91se91.com/news/index_h.asp" > Motorola < /a > attaches great importance to the return rate of good horses. Therefore, there is a scientific and complete system of "reappointment".

First, the purpose of "rehiring" is to provide job opportunities for former employees who possess the knowledge and skills needed by the company, which is applicable to all former employees of the company who resigned voluntarily.

In order to encourage the return of "core talents", the corresponding service life calculation method set by the company is: if the former employee is rehired within 6 months, his previous service life will be accumulated. If more than 6 months, he will only be rewarded according to his previous service life; if the employee is rehired within 6 months, and he is already a regular employee before resigning, he may be exempt from probation.

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< p > < a href= > http://www.91se91.com/news/index_cj.asp > McKinsey /a > Company: establish "graduate network" < /p >

P McKinsey consulting company has a famous McKinsey alumni, the roster of outgoing employees.

They regard their employees' leaving as graduation leaving school, leaving their alumni all over the place, including CEO, senior management, professors and politicians.

McKinsey managers know that with the development of their careers, they will become their potential customers, and will undoubtedly form a large amount of resources.

McKinsey has invested heavily in cultivating its network of graduates from all walks of life. It has proved that this unique investment has brought huge returns to the company.

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< p > Bain company: truly concerned, people go all the way to < /p >.

< p > Bain, a world-famous management consulting firm, has set up an old employee relationship management supervisor who is responsible for tracking the career changes of the employees who are leaving.

To record these changes, the company also has a pre employee relationship database, which contains more than 2000 former employees in North America, including not only information about their career changes, but also details of marriage and birth.

Bain regularly sends internal communications to former employees who have previously worked for the company, inviting them to participate in the company's gathering activities.

So emotional investment is also to make use of these "running" human resources one day.

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