Core employees have perfect professional knowledge, special or irreplaceable talents, control the core affairs and key resources of the enterprise, and play an important role in the enterprise, which not only affects the work process of the enterprise, but also relates to the cohesion of the team. The departure of core employees will bring huge cost losses to enterprises, affect the overall development planning of enterprises, cause more personnel changes and weaken the competitiveness of enterprises.
A pertinent source of opinion.
Core employees have profound and unique views on the strategy, management, operation and culture of the enterprise, and have also established certain feelings with the enterprise. Through sincere conversation before leaving their jobs, they will point out the problems existing in the enterprise, put forward their own suggestions and views on the enterprise, and help the enterprise improve and develop.
1.2 Efficient information source
Core employees are rich in knowledge and experience, often developing in the industry, and will master a lot of valuable professional information. Through relationship management, enterprises can obtain information such as new trends, new technologies and competitors' dynamics, so as to ensure that enterprises can keep up with market and technology trends and seize valuable investment opportunities. Secondly, they can put forward valuable improvement suggestions on the internal management and operation of the original company according to their actual work experience and feelings.
1.3 Reliable talent sources
Resigned core employees are the talent reserve resources of enterprises. First of all, they are the most suitable candidates for the company in the future. Core employees have a deep understanding of corporate culture. The cost of rehiring them is half that of hiring new employees, their productivity will be about 40% higher than that of new employees, and their loyalty will be greatly improved. Secondly, the resigned core employees can become employee referees, which can reduce the search cost and recruitment cost for the company. The core employees who have left the company have a deep understanding of all aspects of the company and know the types of talents that the company really needs, so they will find suitable candidates.
1.4 positive publicity means
The establishment and maintenance of good relations between the enterprise and the core employees who have left the company will help the core employees to play an active role in establishing corporate image, publicizing corporate ideas and taking action on external comments, which will help to enhance the reputation of the enterprise, enhance the brand and social influence, and bring rolling customers and financial resources to the enterprise.
2. Relationship management of resigned core employees
Resignation of core employees is of great value. In order to manage them better and give full play to their value, enterprises should manage their relationship, that is, after the core employees officially leave the enterprise, they should still regard them as part of the enterprise's human resources, pay attention to their career development and dynamics, and maintain and maintain their relationship.
2. 1 Relationship Management of Resigned Employees in Well-known Enterprises
2. 1. 1 McKinsey & Company-create a catalogue: catch it all.
McKinsey Consulting regards employee turnover as "school graduation", and collects all the information of "alumni" who have left the company into "McKinsey Alumni Record". Managers of McKinsey know that with the development of their careers, these former consultants will become potential customers of the company and form a large number of resources. Facts have proved that McKinsey's investment in cultivating its "graduate network" in various industries has brought rich returns to the company.
2. 1.2 Hewlett-Packard Company-Shake hands and say goodbye: dowry.
A subsidiary of Hewlett-Packard (USA) Company treats resigned employees like this: no blame, no retention, let people walk neatly and shake hands and say goodbye. A person who left HP to start a business said: HP spends a lot of money on talent training every year. Some people come to HP just for gilding, and wait for the price after learning the technology. In this regard, the company's management believes that some people are willing to come, indicating that HP is very attractive; If people want to leave, they will not feel at ease if they stay. To say the least, it is also HP's contribution to society that some outstanding talents go outside to serve, which is in line with the "win-win" spirit that HP has always adhered to.
2. 1.3 bain company-sincere concern: people are heart to heart.
Bain Company specially set up an old employee relationship management supervisor to track the career changes of resigned employees by using the former employee relationship database, including not only their career changes, but also details such as getting married and having children. The company established the "Alumni Network" at 1985. Alumni often receive the latest alumni records, are invited to participate in various activities of the company, and receive newsletters about the company's long-term development, career achievements and alumni's personal performance twice a year. At the same time, Bain also helps these "alumni" as much as possible, so that they can make greater achievements in their careers.
2. 1.4 Motorola-Let bygones be bygones: Good horse comes back.
In view of the fact that former employees are already familiar with corporate culture and business, compared with new employees, the cost of recruitment and training can be reduced. Motorola attaches great importance to the return of Haoma, so it has a very scientific and complete "re-employment" system. "Re-employment" is to provide job opportunities for former employees who have the work knowledge and skills needed by the company. In order to encourage the return of "core talents", the company has formulated a set of corresponding calculation methods for service years.
2. 1.5 Peking University Zongheng Management Consulting Co., Ltd.-Sincerely retain and pay attention to development.
Generally, Peking University Zongheng Management Consulting Company will sincerely retain employees who want to leave, but at the same time respect their choices. Through the conversation, the company understands the reasons for their resignation and their views on the company. At the same time, the company often keeps in touch with them and cares about their development and whereabouts. The company believes that many employees who leave their jobs are excellent and capable people, and keeping in touch with them will bring new resources to the company.
2.1.6 IBM-enthusiasm remains the same, welcome back.
IBM still keeps a list of employees who left IBM. The HR manager will always keep in touch and chat with them, listen to their valuable opinions carefully, and care about how they are doing after leaving IBM and whether they want to come back. They are not indifferent to them because they left IBM. In this culture, many employees who left IBM returned to IBM and did well after coming back. IBM believes that employees who leave IBM will learn something after going out to work for a few years. If they are willing to return to IBM, the door of the company will always be open, and they will add new value.
2. 1.7 Intel Corporation-informal, encouraged to come back.
Intel's recruitment is not limited to form and object, but is broad-minded and accepts talents. Everyone who leaves the company has a chance to be re-employed. For outstanding employees who leave, the company encourages them to come back and continue their work.
2. 1.8 Nortel network-keep in touch and attract "return"
Those who resigned from Nortel Network are very welcome to come back to Nortel if it is not because of violating the company system. In order to attract those excellent employees back to Nortel, the company has a "return" policy.
2.2 Relationship Management of Core Employees' Turnover
Employee relationship management refers to establishing employee information database, maintaining long-term and stable contact with employees, and creating value for the development of enterprises through two-way value exchange and personalized communication. Implementing perfect employee relationship management is an effective way to give full play to the value of resigned employees to the enterprise. Drawing on the experience of well-known companies, the relationship management of core employees who leave their posts should be like this.
2.2. 1 Respect key employees and maintain good relations with them.
Respecting the psychological feelings of core employees is a problem that managers must pay attention to. In the process of termination of the employment relationship, the attitude of the enterprise towards the core employees who have left the company will not only affect these employees, but also directly affect the mood of the existing employees. If the enterprise is rude or disrespectful to the core employees who leave the company, then the on-the-job employees may think that the enterprise is not trustworthy, and the relationship between employees and the enterprise will not be as harmonious and intimate as the enterprise expects. Moreover, whether the enterprise can handle the relationship with the core employees who have left the company will also affect the reputation of the enterprise in the external labor market, thus affecting the enterprise to attract outstanding job seekers.
2.2.2 Establish a regular interview system.
The first exit interview is conducted when the core employees leave their jobs, with the purpose of eliminating their negative feelings about the enterprise; Understand its evaluation of the current management style, corporate culture and the effectiveness of the current incentive system; Understand their views on the working environment and internal interpersonal relationships of enterprises, and let them make suggestions on the parts that need to be improved at the department or company level; Understand their suggestions on the follow-up work of the original post and personal career planning after leaving the job.
In addition to the first exit interview, the enterprise should communicate with the core employees who have left the company regularly and conduct it in various relaxed occasions as friends. The content of the conversation should be as broad and flexible as possible, including enterprise strategy, salary system, market information, industry trends and so on. By using the interview record card of resigned employees, all interview contents are saved in the form of standardized documents, which is convenient for regular statistics, analysis and improvement of human resource management in the future.
2.2.3 Provide career guidance for employees to help them find a sense of security.
Enterprises should correctly evaluate their strengths and potentials according to their personality characteristics, hobbies and career needs, so as to help clarify their career development blueprint. This is very effective for employees to find jobs again, find suitable positions, increase their sense of security in the workplace and deepen their feelings for enterprises.
2.2.4 Maintain long-term and stable contact and conduct personalized communication.
After the core employees officially leave the enterprise, they should keep close contact, inform them of the new situation and development trend of the enterprise in time, track their development in the new enterprise, and form the information base of the core employees who have left the enterprise. Establish a network of core employees who have left the company, subdivide them according to their different backgrounds, provide them with information that suits their tastes best, and let them feel the care from their original company and still maintain their sense of belonging, such as inviting them to company festivals and sending company publications regularly. On the one hand, core employees feel respected and are willing to contribute their talents to the enterprise; On the other hand, tracking the core employees who have left their jobs enables enterprises to get in touch with them as soon as they need it, thus saving the search cost. In this way, a benign interpersonal interaction has been established between the organization and the resigned core employees, and a win-win situation has been achieved.
2.2.5 Establish the re-employment system for core employees who have left their posts.
Many multinational companies believe that former employees are more familiar with corporate culture and business than new employees, which reduces the cost of recruitment and training compared with new employees and brings more new experiences to enterprises, which brings positive factors to corporate multiculturalism, especially for core employees. The practices of these well-known enterprises are worth learning from the developing enterprises in China.
Conclusion The core employees hold the important information and secrets of the enterprise, and their resignation will undoubtedly bring huge losses to the enterprise, and the enterprise will also worry about the disclosure of secrets. However, if the enterprise can fully realize the value of the resigned core employees, have an open mind and enough courage when leaving the company, learn from the management practices of well-known companies in the management of the resigned employees, learn their management ideas and concepts, and establish their own management mechanism for the resignation relationship, the core employees will not disclose the enterprise secrets after leaving the company, which is also beneficial to the enterprise.