In fact, Mr. Qian is most concerned about the future of technical director Wang and sales manager Sun. Because Sun has mastered the information of most important customers in the central city of the company and has a good relationship with a considerable number of customers, once he leaves his job, he may take away a large number of customers. Wang is the highest technical director of the company. Not only have you mastered almost all the technical secrets of the company, but also this type of technical leader is extremely scarce. It's not easy to find such talents again.
In the face of this dilemma, money will always fall into meditation for a while. ...
analyse
I think, in practice, as the director of human resources, we should solve this problem according to the following ideas and methods:
1, select secure communication.
There must be a reason why employees choose to resign. First of all, we should understand why employees quit and what is the purpose of resignation, so as to suit the remedy to the case.
Usually, you should be fully prepared before communicating with employees. First of all, we should pay attention to choosing the right person; Secondly, pay attention to choosing the right time and place. The choice of these two points is based on the principle of confidentiality, which can give employees room to change their minds. Finally, it is necessary to infer several possibilities of employees' resignation, and formulate different conversation strategies according to the inferred results to improve the success rate of conversation.
When communicating with employees, be confident. When communicating for the first time, we should take the employee's point of view as the center, give priority to negotiation, and grasp the real reasons of employee's resignation as comprehensively as possible. Before the second communication, it is necessary to evaluate the value of talents, measure the benefits brought by the employee to the unit and the cost of hiring similar talents, so as to calculate the cost that the company is willing to pay for retaining the employee; From the company's point of view, the second communication is mainly based on statements, explaining as much as possible the importance of employees to the company and the company's recognition of employees, and at the same time explaining the cost that the company is willing to pay to retain employees.
After communicating with employees, we should take the initiative to contact employees to understand their ideas, and at the same time buy time for the company to formulate the next strategy.
2. Pay attention to internal talents and talent market, with the help of headhunting companies.
This point is mainly adopted after communication failure, but in practice, action is usually taken from the moment the core employees resign, with the main purpose of measuring the cost of hiring such talents. In addition, due to the loss of core talents, the method of internal promotion is difficult to work. Therefore, we should focus on finding the replacement of core talents with the help of headhunting companies.
After the above two aspects of work, there are generally three different results: 1, the employee continues to work in the company; 2. The company selects successors through internal promotion; 3. The company selects the position replacement through external recruitment.
No matter what happens, this is only the solution to the incident, but for company managers, it is obvious that there is more than the incident itself to consider. If employees continue to work in the company, the company should fulfill its previous commitments, solve the problems raised by employees in communication in time, and take corresponding measures to downplay the incident and minimize the negative impact of the incident. If the employee finally chooses to resign, the company should also support the employee's choice and handle the relevant resignation procedures for the employee according to law; At the same time, safeguard their own interests in accordance with the law, actively complete the handover work, and inform employees of the treaties, rules and regulations they should abide by.
3. Improve the labor contract
The labor contract is signed under the condition that the rights and obligations of both employers and employees are equal, and it has legal effect.
Once there is a labor dispute, the company should actively use the law to safeguard its own interests, and this basis is that the company should first improve the labor contract and clarify the rights and obligations of both parties on the basis of the law. Generally speaking, for matters involving technical and commercial secrets, the company can clearly define the rights and obligations of both parties in the confidentiality agreement, so as to legally protect the interests of the company.
4, regularly carry out work analysis.
Job analysis is the basis of various management functions of human resource management, and its functions are various. First of all, job analysis can clarify the responsibilities of each position, thus determining the importance of each position, and thus clarifying what kind of talents are the core talents of the company. Secondly, according to the results of job analysis, we can conduct salary survey and formulate salary system to ensure the competitive salary of the company's core talents. Finally, according to the results of job analysis, the performance evaluation criteria of core talents are defined and the flexible working mechanism is established.
5. Strengthen the construction of corporate culture.
A good corporate culture can strengthen the cohesion of employees, thus effectively preventing employee turnover. Specifically, we can cultivate the cohesion of employees from the following aspects:
1, the implementation of the internal tutorial system, so that the company's employees form a bond, in the rapid training of the company's needed talents, but also enhance the cohesion of the company's employees.
2. Establish a flexible incentive culture, that is, design different incentive measures according to the needs of employees, including material incentives and spiritual incentives. Priority should be given to spiritual encouragement for core talents.
3. Respect the leavers and affirm their achievements. This point is easily overlooked by many companies, but it is very important because people who leave the company may become future customers of the company and may be re-employed by the company in the future. At the same time, respecting the leavers can cultivate employees' sense of identity with the company, which is beneficial to the strategic interests of the company in the long run.
Countermeasures
Because the four workers have different jobs, different control over enterprise resources, different values of human capital, different scarcity in the talent market, and different actual impacts on this company, the treatment methods are different. As a human resources professional, when dealing with employee resignation, you should do the following:
1. Do the exit interview.
On the basis of inquiring about the evaluation results of work performance and work ability of four employees who submitted resignation requests, we conducted a "one-on-one" interview to understand the reasons for their resignation and inform them of the contents of the labor contract and the responsibilities they should bear when resigning. Those employees with high performance or high ability, especially the technical director, sales manager and other employees, should try their best to keep them, so that the resigned employees can realize the importance attached to them by the enterprise and at the same time let other employees feel the respect of the enterprise. Of course, the main purpose of this is to keep the employees who have left. Even if you can't stay, you should try to "forbear" as much as possible, because the resigned employees are the most suitable candidates for the company to re-recruit in the future. Facts show that compared with hiring new employees, the cost of rehiring former employees is only about half of the former. At the same time, in the first quarter after putting into work, the production efficiency of these "old horses" is about 40% higher than that of those "newcomers". According to statistics, by actively rehiring former employees, the world's top 500 enterprises can save an average of $6.5438+0.2 million per year.
Specifically, for Wang, the technical director, and Qian, the general manager, can interview in person; Sun, the sales manager, can interview the HR director to find out the real reasons for Wang and Sun's resignation, especially their whereabouts after they left. If Wang and Sun want to relax or have personal affairs to deal with, the company can negotiate with them, arrange a paid vacation for a period of time, and keep in touch until they return to the company.
If Wang and Sun want to get better career development opportunities in non-peer units and have made up their minds, they can immediately approve their resignation reports. However, before leaving the company, they can be asked to work with HR director to help the company inspect the successors, complete the handover matters, such as the transfer and transmission of technology or information, and send the resigned employees away after paying off the liability for breach of contract, such as paying liquidated damages. Senior HR manager can interview Li Jinxing, the purchasing supervisor; Workshop workers can learn the reasons for his resignation and possible problems at the grassroots level through interviews with human resources managers.
2. Reflect on the problems existing in the enterprise and make timely improvement.
In this case, because the company failed to carry out forward-looking human resources planning, failed to grasp the ideological trends of employees in time, and was passive in the face of human resources crisis. Therefore, the company should improve the work plan as soon as possible to effectively prevent similar situations from happening again.
3. Increase the cost of employee default.
Labor contracts should be signed with employees according to their job differences. Generally speaking, the labor contract period of core employees should be longer to ensure the relative stability of core human resources as much as possible; For those employees who have more enterprise resources, they also need to sign a non-competition clause with them. The compensation for breach of contract in the clause should be directly proportional to the annual salary, or the labor contract with a longer term should be renewed, which will increase the cost of employees' breach of contract.
4. Establish a knowledge management system
Build a knowledge management system, standardize the operation process, decompose and refine the work, reduce the control of core employees on enterprise information and technology, and effectively reduce the risk of employing people. At the same time, reduce the requirements for on-the-job personnel, reduce the salary level and reduce the scale of labor costs.
5, the implementation of AB Angle system.
In some enterprises with high employee turnover rate, we can consider implementing AB angle system or successor plan, that is, A angle is mainly a class of work, and B angle is A angle's assistant in this kind of work. Once Angle A is on a business trip or leaves his post, Angle B can take up his post or fill the vacancy. At the same time, every employee must cultivate his successor, and employees who cannot cultivate suitable successors will not be promoted.