What Should The Core Employees Do If They Want To Go?

First, choose confidential communication.

Usually, adequate preparation should be made before communicating with employees.

First of all, we should pay attention to choosing the right people; secondly, pay attention to choosing the right time and place. The two points should be classified as confidentiality as the first principle, so that we can change our minds.

Finally, it is necessary to infer the possibility of employee resignation, and to formulate different conversation strategies according to the result of inference, so as to enhance the success rate of conversation.

When communicating with employees, you should put your heart to heart.

When communicating for the first time, we should focus on the staff's point of view and give priority to consultation, so as to grasp the real reasons for employee's resignation as comprehensively as possible.

Before the two communication, we should evaluate the value of the talents, measure the benefits brought by the employees, and the cost of the similar talents, so as to calculate the cost that the company is willing to pay for retaining the employee. In the two communication, from the company's point of view, the statement is mainly based on the statement, as far as possible to explain the importance of employees to the company and the recognition of the company, and to show the company's willingness to pay for the retention of staff.

After communicating with employees, they should take the initiative to contact employees, understand employees' ideas, and also make the next strategy for the company to gain time.

Second, put the vision in the internal talent and talent market, focusing on the headhunter company.

This is the key point after the failure of communication, but in practice, it begins to move from the resignation of the core staff. Its main purpose is to measure the cost of hiring such talents.

Moreover, usually the core brain drain and the internal promotion methods are hard to get together. Therefore, we should focus on the search firm.

Through the above two aspects of work, generally will produce three different results: 1. employees continue to work in our company; 2. companies through the internal upgrading of selection work alternatives; 3. companies through external recruitment and selection work instead.

No matter what kind of outcome, it is only a solution to the problem, but for the company leaders, it is obvious that it should not only consider the event itself.

If the employee continues to work in the company, the company should honour previous commitments, promptly solve the problems raised by the staff when communicating, and take corresponding measures to desalt 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 relevant turnover procedures in accordance with the law. At the same time, the company should safeguard its own interests in accordance with the law, actively complete the handover work, and inform the employees of the treaty, rules and regulations that they should abide by.

Third, improve the labor contract.

The labor contract is signed on the condition that the rights and obligations of labor and capital are equal.

Once there is labor dispute, the company should actively use the law to safeguard its own interests, which is based on the fact that the company must first improve the labor contract and clarify the rights and obligations of both sides on the basis of the law.

Generally speaking, the company can define the rights and obligations of both parties in terms of technology and business secrets, and protect the interests of the company legally.

Good corporate culture can enhance the cohesion of employees and effectively prevent employees from losing.

Specifically, we can cultivate staff cohesion from the following aspects:

Fifth. Conduct regular job analysis.

Job analysis is the foundation of various management functions of human resource management, and its functions are manifold.

First of all, job analysis can clarify the responsibilities of each post, so as to determine the importance of each post, so what kind of talents can be defined is the core talent of the company.

Secondly, according to the results of job analysis, we should conduct salary surveys and establish a salary system to ensure that core talents of the company have competitive salary.

Finally, according to the results of the work analysis, we should clarify the core talent's performance evaluation standard and establish a flexible working mechanism.

{page_break}

Expert prescription

Because of the different jobs of the 4 workers, the control of enterprise resources is different, the value of human capital is different, the scarcity of talent market is different, and the actual impact brought by this company is different, so the way of handling is different.

As a human resource professional, when dealing with employees' resignation, the following should be done: good job interview.

On the basis of inquiring about the results of the 4 employees' performance evaluation and job performance evaluation, the "one to one" interview was carried out to find out the reasons for their resignation, and the contents of the labor contract and the responsibilities to be resign.

For those with high performance or high ability, especially those of technical director and sales manager, they should try their best to retain them, so that employees can feel the importance attached to them, and let other employees feel their respect for them.

Of course, the main purpose of doing so is to retain employees who are resigned. Even if they can not retain them, they should try their best to be "as good as they can".

The fact shows that the cost of re hiring employees is only about half that of the former.

At the same time, after the first quarter of the work, the production efficiency of these "horse eating grass" is about 40% higher than those of the "newcomers".

According to statistics, the "Fortune 500" enterprises are able to save 12 million dollars a year on average by actively returning former employees.

Specifically, for the director of technology, Qian Mou can be interviewed by the general manager, Zhao. He can be interviewed by the director of human resources for sales manager Sun Mou, so as to understand the real reasons for the resignation of Qian Mou and Sun Mou, especially the whereabouts after leaving.

If Qian and sun want to relax or have private 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 Qian and sun want to get better career development opportunities in non related units, they can immediately approve their resignation reports.

However, they can be asked to help the company inspect the successor with the director of human resources before they leave the office, and do the pfer work, such as pfer or pfer of technology or information, and send off the resignation staff after completion of the breach of contract responsibility, such as payment of liquidated damages.

For the purchasing manager, Li can be interviewed by senior manager of human resources. For workshop workers, Zhou can be interviewed by HR managers to understand the reasons for resignation and possible problems at the grass-roots level.

Reflect on the existing problems of enterprises and improve them in time.

In this case, because the company failed to carry out forward-looking human resources planning, and failed to grasp the ideological trend of employees in a timely manner, resulting in the face of human resources crisis, relatively passive.

Therefore, the company should improve its work plan as soon as possible, so as to prevent the recurrence of similar situations.

Improving staff default costs

Labor contracts should be signed according to the employee's job discrepancy.

Generally speaking, the duration of the core employee's labor contract should be longer, so as to ensure the relative stability of the core human resources as far as possible. For those employees who control more enterprise resources, they need to sign a competition avoidance clause.

The compensation for breach of contract should be proportional to the annual salary, or renew the labor contract with a longer term, so as to raise the staff's cost of breach of contract.

Building knowledge management system

Building knowledge management system, standardizing the operation process, decomposing and refining the work, reducing the core staff's control of enterprise information and technology, and effectively reducing the risk of employing.

At the same time, we should reduce the requirements for the incumbents, lower the salary level and reduce the scale of labor costs.

Implementation of AB corner system

In some enterprises with high turnover rate, the AB corner system or successor plan can be considered, that is, A corner is a kind of work. B corner is assistant to A corner in this kind of work.

Once A corner is on business or leave, B corner can be appointed or filled in time.

At the same time, every employee must train his successor, and those who can not train suitable successors will not be promoted.