Indeed, the impact of executive turnover on the company is many times greater than that of ordinary employees. After the senior executives leave their posts, they should reply to the rumors in the media or anecdotal reports, quickly clean up people's hearts and dispatch troops, so as to minimize all kinds of adverse effects and unstable factors, and seek successors from the moment when the senior executives leave their posts or the boss decides to dismiss them.
If the two parties make good friends, there is still a transition period or handover period between the company and the leavers, so as to make a smooth transition of business, find new people as soon as possible and help them to take the upper position. If you leave in anger, unless you leave with a kind heart, it will be difficult to have a smooth and serious handover. At this time, the interests of the three parties are damaged, the company is caught off guard, the departments are leaderless, and there is chaos, especially the employees in the company or department where the leavers work are often the last to know, and their morale is most affected. In addition, the company also has one of the most distressing people-the head of HR. If this quitter is recruited by themselves, it will be even more distressing. If it is really irreparable, HR people must quickly dry their tears and make up for others as soon as possible.
In fact, the resignation of executives is like a drama. From "first meeting-falling in love-contradiction-entanglement-leaving", there are a series of talented women and a series of stories of joys and sorrows, love and hate.
1, seeking talents (first acquaintance): When headhunters or HR recommend new people to the boss, they meet for the first time. After several rounds of PK, both sides have a good impression on each other. The company is like a son who proposed marriage, putting on a family background, taking out poems and articles, and offering a rich bride price to win the girl's recognition. Some bosses also look around and communicate with candidates many times to attract candidates with high officials and generous salaries.
2. Recruitment (dating): When every senior executive joins the company, it seems that "Xiao Qiao got married in Gong Jin in those days, which is very imposing". Everyone wants to contribute their talents to their new owners, expand their territory, make contributions and start a new career chapter.
3. Integration (falling in love): After the senior management joined the company, the two sides had a deep affection and had a period of love. "On the third day, instead of cooking for me, I washed my hands and made bride soup. I decided that not my mother-in-law, but my husband's sister should have the taste of Fiat. After three to six months on the job, the new executives are like newly-married brides, trying their best to serve their in-laws and do housework, hoping that the soup they make can meet their in-laws' tastes. This is a period of psychological adjustment, and both sides have a deep understanding of the ruling concept, work style and temperament before they can integrate into the company as soon as possible. Some executives meet the company's three views, get along well with their superiors, naturally sing a song all the way, have a smooth career and are strong and happy.
4. Contradictions: With the deepening of work, executives will encounter problems in their work sooner or later, some for reasons, and some for people. Some are new troubles, some are chronic diseases, and even the boss can't solve them. I hope the newcomer can lead the way to break the enemy. Some people waded in the water, others crossed the river or suffered heavy losses. The two sides began to disagree because of some things, or because of some things, or intentionally or unintentionally violated some invisible red lines. At this time, there were doubts and disputes, and the boss began to evaluate the executives badly, and the two sides had bad feelings.
5. Entanglement: When there are more and more contradictions or opposites in the work, it becomes more and more direct, and the work situation of entry-level executives becomes more and more difficult, some of which are artificially created and some of which are difficult to pay. In my mind, I often doubt whether my original choice is correct or not, whether I should stick to it again, and some have begun to doubt whether my ability is really incompetent. At this time, the psychology of executives is fragile. As long as someone helps him or gives him a hand at this time, it is possible to survive.
6. Leave: It is often the last straw that breaks the camel. This straw finally ended the last glimmer of hope on one side. It's really like "the bottom of the flower is slippery, and the throat spring is difficult to flow under the ice." The ice spring is cold and astringent, and the condensate will never stop. At the end of the song, the two sides decided to leave. Some of them can completely confess to each other like Yu Xun and Cao Cao, and some don't even look at each other, so they leave meaningless.
Every executive in a company's life cycle presents a parabola of psychological energy from low to high, and then from high to low after reaching the peak, but the development of each stage is not balanced, and the time axis can be very long, as long as several years, and some are very short, as short as several months; Some curves are steep, others are smooth, and sometimes psychological energy does not directly drop to the bottom, with several peaks and valleys in the middle.
As the boss's aide, HR leaders usually attach great importance to executives' mentality, identify their psychological energy level, help them eliminate work obstacles and psychological pressure, and sometimes act as a bridge between executives and bosses, so that the company can leave less unexpectedly, so that executives will not hate the company even if they leave.
The reason why employees leave their jobs, to borrow Ma Yun's words, is nothing more than giving less money or being wronged. The resignation of new executives has little to do with salary, and most of the reasons are related to the direct boss (boss). Enterprises with different management maturity have different understandings of foreign executives. For enterprises with standardized management, high degree of specialization, detailed counseling period and clear performance goals, this article will not list them for the time being. It will only convey the bad influence of some bosses' mentality on foreign executives to everyone, and there may be other reasons. Please ask the reader to add.
1、? Pride, Lao Tzu is the strongest.
Some bosses admired talents before they joined the company, but the mentality of foreign executives changed after they joined the company. When new executives have different working ideas, they always rely on past successful experience or business routines to veto or hinder new executives' proposals and practices many times, and some even directly direct new executives' own work beyond their authority. As a result, the confidence of new executives is frustrated and their work is frustrated. How can we help them feel at ease? As everyone knows, it is precisely because of not listening to advice that the boss is unanimous in the company, and internal executives dare not oppose all the opinions of the boss, thus forming a local tyrant mentality. "If your old casing was used, why did you ask someone new to do it?" Finally, the company executives came and went like a lantern, and the boss himself was depressed: "My salary is not low, why can't these people stay?" Everyone with a discerning eye knows the reason, that is, the boss himself does not understand that the problem lies with himself.
2、? Get up and abandon it. If it doesn't work, change it
"These people who know how much talent they have, let them come in and try first. Anyway, set the longest probation period, and if it doesn't work, change it. "
Most of these bosses regard new executives as tools, so they will not carefully inspect and select new executives before joining the company. They just want to pass the probation period to identify talents, but they don't know that such a mentality of employing people is the most unacceptable and harmful. On the one hand, the company's replacement cost is too high, the company's executives are frequently replaced, the business strategy and management model are unstable, and the performance will be affected. Over time, the brand image will be damaged and it will be difficult to recruit people. On the other hand, it is extremely disrespectful to foreign executives. Most people come to you with a red heart when they change jobs. Are you kidding? Just like running a marriage, how can a couple live without working together and thinking about divorce at any time? If I had known this, I would have jumped ship.
It is better to carefully examine and evaluate the personality motivation, values and work ability of candidates in the talent selection stage than to dismiss them after they find that they are unqualified.
3、? Insufficient authorization
Some bosses are very controlling. They are afraid that their subordinates are better than him, so they can't manage it in the future, or they are afraid that others will steal money from his pocket, so they keep their authority very tight and let the new executives report everything, and they have to ask themselves about big and small issues. This kind of management directly relegates itself to the middle level, and relegates senior managers to grass-roots employees. I am as tired as my grandson every day, and I dare not take a day off. There is a long queue at the door of the office every day, looking for the boss to report or sign. When I was away from the company for a while, the phone that urged me to sign the approval kept ringing. In such a company, the boss is not the boss, and the executives are not the executives.
Other bosses have all the permissions, and if they can't handle it themselves, they give the permissions to the secretary, who processes, filters and selectively tells the boss the information and documents sent by the executives. At this time, there was a long queue in front of the secretary's office, and the executives were being asked to face life in the secretary's office. I don't know if this is the boss's life or the secretary's life. If there is resistance or disrespect, I will give you little shoes to wear. In such a company, the boss is not the boss, the secretary is not the secretary, and the executives are not the executives.
4、? Be careful, distrust, internal constraints are everywhere.
Some bosses try to make their enterprises bigger. They are cautious in employing people and spending money, and are unwilling to trust others easily. If it is a family business, it is even more difficult to have a few outsiders as executives. On the surface, he has great respect for foreign executives, but in fact, he has placed several eyeliner near foreign executives. Big and small things are heard from the eyeliner, and foreign executives observe and restrict them under the microscope. Anything different from your worries will be stopped immediately. Some check and balance work arrangements, and some old employees or cronies form small groups for personal gain, just to prevent newcomers from interfering with their own interests. Senior executives in foreign companies have a hard time doing things internally, their superiors don't trust them, their subordinates have a vision, and their peers are excluded. How can such a company survive? A resume that has been screened in the circle of friends these days shows that there are still many such business owners.
5、? Unscrupulous communication
Some bosses are too soft-hearted, and listen to the wind and rain. Sometimes after listening to one side's story, the other side was tried in absentia without communication and confirmation. Some people are superstitious about China's imperial thoughts, afraid to get too close to the executives and let others know their temper, so they are most keen to let their subordinates guess their own thoughts. Leadership is good when things are done well, and it is the responsibility of subordinates to do badly. Some bosses are not clear about their subordinates and their attitudes towards things. They have to say B behind A and C behind B.. Why bother?
Through formal communication, superiors and subordinates can define goals, unify knowledge, define needs, correct behaviors and exchange feelings. Why not?
If the boss doesn't communicate well with the new executives and can't convey his opinions or suggestions through formal interviews and performance feedback, this state of mutual suspicion and uncertainty will make the hearts of both sides go further and further, and finally come to a fork in the road.
Whether you are the boss himself or HR, in the face of frequent resignation of senior executives, you need to reflect on the following aspects and take action to change.
1.？ Change mentality, manage people with system and inspire people with culture.
When the boss decides to use professional managers to manage the company, he should realize that it is time to change his role and upgrade his management, from the original hands-on work to higher-level things such as team building and strategy formulation.
Kōnosuke Matsushita said: When there are 100 employees, I must stand in front of the employees and take the lead and give orders; When the number of employees increases to 1000, I must stand among the employees and ask them to help me. When the number of employees reaches 10000, I can only stand behind the employees and be grateful; If the number of employees increases to 50,000 to 65,438+10,000, it is not enough to be grateful. We should put our hands together and lead them with the piety of worshipping Buddha.
The change of enterprise scale needs the corresponding management mode to adapt to it. At different stages of enterprise development, the focus of the boss's work is different. The bigger the enterprise, the more the boss should focus on people and strategy, and other things should be authorized as much as possible. Abandon the man-to-man strategy, we should design systems and mechanisms to manage people, improve efficiency with systems and tools, and unite and motivate people with culture and values. Let all employees focus more on the work itself and the external market, rather than internal struggles and rivalry.
2.？ Improve the recruitment process and strengthen the interview selection.
In the interview and selection stage, the candidates are comprehensively evaluated. The more careful you are at this stage, the lower the mistakes in personnel decision-making. Although it takes a certain amount of time and cost, compared with the cost of leaving the company, this investment is almost negligible. When interviewing a new employee, Toyota has to go through 4-5 links, including written test and interview, practical operation and enterprise visit. HR spent 1-2 days observing and selecting talents with them. The selection of executives needs more thinking, and the wrong talent decision will bring huge losses to enterprises.
In addition to the commonly used unstructured interviews, file baskets, role-playing and leaderless groups, the following tools and methods can be used to select talents:
l？ Psychological evaluation: focus on values, motivation and personality, and match the characteristics of talents needed by enterprises at this stage. The author knows that the boss of a cosmetics company trusts the objectivity and scientificity of psychological evaluation, and stipulates that every employee should be tested when entering the job. Their HR told me that the evaluation validity is really high, and the employee turnover rate of their company is very low, far lower than that of their peers.
l？ Behavioral interview/leaderless group discussion: I remember that a few years ago, Nissan Motor Company broadcasted a program "Challenge Million Annual Salary" on CCTV 2. The CMO of the recruitment team consists of psychologists, corporate executives and media people, and has designed several links. Candidates need to complete a marketing campaign with scarce resources. The leaderless team composed of multiple candidates had to go through several difficulties. In the process of completing the task, the candidate's team spirit, judgment, leadership, decision-making, * * * * emotion, motivation, innovative spirit and so on can be seen at a glance under the camera. After completing the task, the winner has to go through stress interview of the interview team, and finally one person wins. I once asked a friend about the CMO who finally joined the company. After listening to the lecture, he performed quite well and lived up to his mission.
l？ Keynote speech: You can give the candidate a topic 1-2 days in advance and ask the candidate to give a speech to the enterprise with PPT within the specified time. Through this activity, we can examine the examinee's way of thinking, rationality of solution, speaking ability, improvisation ability and emotional intelligence from many angles.
When I set up the first senior management team at headquarters, I adopted targeted written tests, interviews, leaderless group discussions, keynote speeches and other methods for the first batch of external senior managers and middle managers in the department. These senior and middle managers lived up to expectations after joining the company, and they became the backbone of the headquarters in the future, with high loyalty.
Ordinary enterprises do not have the strength to do psychological evaluation and behavioral interview, but there are many well-known companies in the market that can provide evaluation center technology to conduct a series of evaluations including psychological tests, interviews and a number of scenario simulation tests to help enterprises select senior managers.
3.？ Integrated consultation
After several rounds of selection and salary communication, the new executive finally joined the job! How to help them quickly integrate into the company? Human resources can play an important role in it. Usually, it is necessary to work with the boss himself to make an induction plan for newcomers for at least one month. The boss will introduce him to corporate vision, his mission, values, the company's strategy for the next three years and the goals of that year, and HR will introduce him to the organizational structure, company culture, business/management/business process, the responsibilities of his post, the performance goals of that year and his subordinates. Help him arrange a series of meetings, conferences and training activities that are conducive to understanding the company's operation and management, urge the boss and new executives to form "probation work goals and plans", and formally communicate with new executives once a month after they join the company to understand their feelings and solicit their opinions and suggestions on training and counseling, so as to make adjustments.
4.？ Boss support
The boss's support means that the boss should foresee the difficulties and dilemmas of the new executives, so he should give the new executives a green light as much as possible, create convenient conditions, help the new executives get familiar with the work as soon as possible, understand the employees and maintain their prestige. In addition, when new executives make changes that touch the interests of some departments or employees, bosses should also resist the pressure and help the new executives to avoid being caught between Scylla and Charybdis.
5.？ The company's internal support environment
Advocate teamwork spirit within the company. When a department encounters difficulties, or the company encounters problems, don't attack them in groups, but also let other departments take the initiative to find ways and ideas. To solve problems, we should not stop at accusations and accountability, but come up with solutions and take immediate actions to overcome them.
6. Performance coaching and evaluation
Enterprise HR without goal-performance management mechanism should suggest to the boss to carry out performance management cycle in the company, and set up performance feedback mechanism at the same time, so that the company can taste the sweetness of performance management. The responsibility of executive coaching should also be implemented on the boss, so that the boss can maintain one-on-one formal communication and performance feedback with the new executive, and frankly communicate with the new executive their expectations, performance at work and colleagues' views. At least, the two sides can exchange views, have the same goal and unify their knowledge. This kind of direct and frank communication is the magic weapon to create high performance and enhance cohesion. During the probation period of new executives, the frequency of this kind of feedback or counseling is higher, and it can be consistent with other executives after becoming a full member.
"University" said, "The ancient desire is obviously superior to the world, and we must first govern the country. If you want to govern your country, you should unite your family first. If you want to reunite with your family, you must first repair your body. " It is emphasized that self-cultivation is the premise of governing people, and the purpose of self-cultivation is to rule the country and level the world. In the world of mortals, every day's work is always self-cultivation and moral cultivation. Just keep a humble attitude between executives and bosses.