Everything will be fine if you don't find another person to fill the hole left by an employee after leaving his job. Generally speaking, the loss of core talents includes at least 1-2 months of recruitment, 3 months of adaptation and 6 months of integration. There is also a recruitment fee equivalent to four months' salary, and the failure rate is over 40%.
Fortune found that after employees leave their jobs, the replacement cost alone is as high as 150% of their annual salary, and if they leave the management, the cost is even higher.
What is even more tangled is that authoritative organizations estimate that the resignation of one employee will lead to the resignation of about three employees. According to this calculation, if the employee's resignation rate is 10%, 30% employees are looking for a job; If the employee turnover rate is 20%, then 60% of employees are looking for jobs.
There is a big difference between employees leaving in three months and leaving in two years!
Of course, you can quote a famous person's opinion about the reason why employees leave their jobs. There are two reasons: the money is not given in place and I am wronged. This is certainly true, but from the perspective of HR, there are actually more complicated and all-encompassing reasons for employees with different levels and different working years to leave.
1, leaving after 2 weeks.
Resignation after two weeks of employment shows that there is a big gap between what new employees see and their expectations. These situations include the first impression of the company environment, induction training, treatment and system.
What HR should do is to make the actual situation as clear as possible during the interview, without concealing or exaggerating, so that the new employee can objectively understand his new employer, so that there will be no huge psychological gap, and there is no need to worry that the upcoming newcomers will not come and will never stay. Then systematically sort out all aspects of the work, including recruitment, notification, reporting, induction training, handover with the employing department and so on. Fully consider the feelings and inner needs of newcomers, systematically plan and introduce them, so that newcomers can feel respected and valued, and let them know what they want to know.
2. Resign after three months on the job
Leaving after three months of employment is mainly related to the job itself. This may indicate that there are some problems in the company's job setting, job responsibilities, job qualifications and interview standards. , need to carefully review, in order to timely remedy, reduce the ineffective labor in the recruitment process.
3. Resign after six months on the job
Resignation after half a year's employment is mostly related to direct superior leaders. HR should try to get the managers of the company to receive leadership training, and understand and master the basic qualities of leadership. Managers should understand the advantages of subordinates and match their own advantages with their job responsibilities, so as to maximize the benefits of the company and let employees reflect his value.
An excellent manager is a coach. He has the obligation and responsibility to explore the potential and advantages of his subordinates and cultivate them, which has become an important driving force for their success. If a leader changes in the same department, the result may be completely different, and the performance of the same group of employees may be completely opposite. One may be full of fighting capacity and passion, and the other may complain about the sky, team disintegration and frequent replacement.
Direct superiors should be the first to understand the various trends and tendencies of subordinates. His words may solve the problem or cause contradictions. If it is not handled properly, team morale and combat effectiveness will decrease, leading to a vicious circle. Therefore, the team with a large number of employees leaving in 1 year should pay attention to the possible problems of its immediate boss.
Leave in about 4 or 2 years.
Resignation in about 2 years is generally related to corporate culture. At this time, employees' understanding of the enterprise is generally relatively complete, including various ways of doing things, interpersonal relationships, humanistic environment, authorization, career development and so on. , even including company strategy and boss's hobbies.
Companies with good corporate culture will conduct a comprehensive investigation on the values of candidates during the recruitment process, hoping that new employees can integrate into the corporate culture and contribute to the continuous optimization of culture; And companies with poor corporate culture, the requirements for the values of candidates will not be too high, often only one-sided inspection, hoping that they can purify and improve the cultural atmosphere when they come in, which backfires:
Their own values may be problematic or flawed.
Even if their values are positive, one's strength can't compare with the atmosphere formed for a long time.
When new employees join the company, they are trying to integrate into the team and try not to be so detached, so they are more likely to be assimilated.
When the company culture conflicts with the values of new employees to a certain extent, even reaching the critical or breakthrough principle, it will lead to the breakdown of the relationship and the inevitable resignation. As an enterprise, we should reflect three times a day and be aware of the bad factors in the company. No matter how big or small the company is, we need a good working atmosphere to make employees happy.
5. Resign for 3-5 years
3-5 years of resignation is related to career development. You can't learn new knowledge and skills, there is not much room for salary increase, and there are no more senior positions available. At this time, the best solution for employees is to change jobs. But for enterprises, the employees at this stage have the greatest value and a large amount of loss.
Therefore, HR should design reasonable career development channels according to the different demand structures of different types of employees; Understand the psychological dynamics of employees and listen to their voices; Investigate the relationship between supply and demand in the job market, and actively adjust salary and job design. Our goal is to retain employees, and other policies can be flexibly adjusted according to the situation.
6. Resignation for more than 5 years
The endurance of employees with more than 5 years experience is improved. At this time, on the one hand, leaving the job is caused by professional boredom. We need to give him new responsibilities and more innovative work to stimulate their enthusiasm. On the other hand, it is caused by the uneven speed of personal development and enterprise development. Whoever develops slowly will become the object of elimination, and employees will be alienated and neglected by enterprises if they are negligent in learning and stagnate. The development of enterprises is too slow, and the upward space of employees cannot be opened. Enterprising employees can't see new hope, and they will inevitably find another job.
From the perspective of the above working hours, the main reasons for leaving the company should be judged according to the actual situation, adjusted in time, and the turnover rate should be kept to a minimum, so that the company's losses will be minimal.
Facing the high turnover costs, more importantly, please be kind to employees, especially excellent employees!
What is the use of employee turnover for enterprises?
Alibaba once held a meeting for retired employees, which is very new in China, as if it were the first time. In fact, in the west, the concern for resigned employees is not a day or two, and it is institutionalized. Whether to recognize and attach importance to the value of resigned employees can be regarded as the most authentic indicator of the degree of respect for people in enterprises.
Dr Malric, a senior expert of McKinsey, a famous consulting firm, said: "The new grass may look greener, but it is often not. When you use new employees for the first time, you may not find their true value and make corresponding commitments, but by the second time, you will find a gold mine. " To discover such a gold mine requires not only vision but also brains.
First, the value geometry of resigned employees.
1, management value
Employee turnover is an opportunity for the company to improve its organization. There are many reasons for employees to leave their jobs, both personal and organizational. For human resources workers, it is more important to find out the reasons for staff turnover from the organizational level, and then take targeted measures to prevent the loss of core employees. A good resignation management, the resigned employees will explain their real reasons in detail and put forward objective and pertinent suggestions on many aspects of enterprise management.
2. Brand value
Former employees can also play an active role in establishing corporate image, propagating corporate ideas and taking action on external comments. Resigned employees, especially core employees, are not only the inheritors of enterprise spirit, but also the executors of enterprise culture. The outstanding performance of resigned employees in their new posts will reflect the light of the corporate culture of the original company. The reputation of General Electric (GE) lies not only in its sustained high profits, but also in its being called "the cradle of CEO".
3. Information value
Most employees who leave their jobs have rich knowledge and experience, and they will continue to develop in the industry. They can pass valuable market and technical information to the company and provide cooperation opportunities. By introducing the experience of the current organization, they can help the company improve its work. Therefore, leaving employees is an important source of enterprise innovation and knowledge. Many enterprises invest heavily in former employees, and former employees submit business plans to enterprises in order to get useful information and ideas first.
4. The value of business opportunities
Good employee relations can also create unlimited business opportunities for enterprises. An employee who once left Anta International moved to a well-known pharmaceutical company as a domestic recruitment supervisor, and Anta International also provided talent recruitment services in this industry. Both sides know the root of the matter, reducing a lot of procedures for introducing and building trust, and having a good management process for employees. The relationship between the company and its employees was harmonious, and soon the two sides reached a cooperation contract.
And this is just one of many businesses. If there is no resignation management, even if employees leave angrily, no matter how good the company's service is, such cooperation cannot be reached. 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.
5. Talent value
Resigned employees are suitable candidates for future re-recruitment. 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 entering the work, the productivity of these "old horses" is about 40% higher than that of those "newcomers".
By actively rehiring former employees, Fortune 500 companies can save an average of $6,543,800+0.2 million per year. Familiarity with the company's processes and organization will make the rehired employees work more efficiently, and once they adapt to the corporate culture, the risk of incompetence will be reduced. At the same time, we often say that "people are divided into groups", and excellent talents are often surrounded by excellent talents. Recommending talents to enterprises through reliable channels is also a way to save recruitment costs.
Second, the well-known enterprise employee relationship management model
Mckinsey regards the resignation of employees as graduation, and the resigned employees are full of alumni. It has established a "former employee relationship database" named "McKinsey Alumni Record", which contains the basic personal information, new contact information and career changes of former employees. McKinsey's investment in cultivating its "graduate network" in various industries has brought rich returns to the company.
Hewlett-Packard Company will hold a farewell party when employees leave. The farewell party is generally called by the employee's immediate supervisor, and people at the same level with the employee are invited to participate, so as to enhance emotional communication and listen to the real feelings of the resignee. The company's attitude towards job-hopping employees is: no blame, no retention, let people go, shake hands and say goodbye.
Bain Company has set up an old employee relationship management supervisor, who is responsible for tracking the career changes of resigned employees. Establish a database of former employee relations, which contains information on career changes of former employees, even details such as marriage and children.
The company established "Alumni Network" on 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 to make them achieve greater achievements in their careers.
PM Company will invite employees who have left their jobs to participate in the company's year-end celebration, introduce the company's development and achievements in the past year and the next plan. Regularly arrange to greet colleagues who have good relations with former employees. Employees who resign will also give some timely feedback. For some regional branches, the resigned employees who work and live in the local area will also help them explore the regional market.
Motorola has a scientific and complete "re-employment" system. In order to encourage "core talents" to return to their posts, the company has formulated a corresponding calculation method of service years: if a former employee rejoins the job within 6 months, his previous service years will be calculated cumulatively; If it is more than 6 months, it will only be awarded according to his previous service years; If the employee rejoins the job within 6 months and was a regular employee before resigning, the probation period can be exempted.
Third, the relationship management of resigned employees.
In the face of employees who have made up their minds, enterprises should fully understand their value, learn from the practices of well-known companies, and combine their own situation to conduct good relationship management for resigned employees.
1, establish rules and regulations to form specifications.
Faced with the huge proportion of "active brain drain", more and more enterprises in China focus on recruitment, believing that "poached" employees are wealth and those who resign are losses. According to the report of Peking University's vertical and horizontal management, 80% of China enterprises have detailed recruitment procedures, while less than 10% of enterprises have regulations on the management of resigned personnel.
The so-called employee resignation management not only includes the usual interview retention, resignation procedures, non-competition agreement signing, post-resignation interview and relationship maintenance after employees leave the enterprise; More importantly, it also includes the establishment of talent retention mechanism, the prevention of employee turnover, and the crisis management brought about by sudden resignation.
2. Keep in touch and conduct personalized communication.
In the practical operation of employee relationship management, we should pay attention to two-way value exchange and personalized communication. The so-called two-way value exchange means that if the company expects the resigned employees to provide a lot of up-to-date information in the new environment, then the company itself must provide equivalent and valuable information for the resigned employees. Personalized communication refers to effective one-on-one communication according to the characteristics and personality of resigned employees, so as to effectively obtain information.
3, informal, encourage to come back
Dr Malric, a senior expert of McKinsey, a famous consulting firm, said: "The new grass may look greener, but it is often not. When you use them for the first time, you may not find their true value and make corresponding promises, but when you use them for the second time, you can find gold mines. "
Excellent employees who quit jobs return to the company with low employment cost and high loyalty. Many western companies tend to rehire employees who have left their jobs. 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.