We hired, trained, adjusted work processes - and suddenly a statement “on on their own". Before firing a valuable employee, it's worth considering why they want it and then deciding how to keep them. Rjob found out whether it is worth making concessions to the requirements of the resigning person and how to do it with minimal losses For the company.
Dominant motivator or reason for dismissal
Nobody quits "just like that" and "nowhere", most often the employee has internal reasons to change jobs. Having understood and eliminated them, you can remove the question of finding new personnel - when the person is satisfied with everything, there will be no need to leave the company.
In order to identify motives for dismissal, it is important to understand what attracts the employee and what he is trying to avoid. What tasks did he solve with ease, what projects did he undertake himself, in what issues did he volunteer? A person worked alone or in a team, led the process, generated ideas, had the opportunity to work without control, in free schedule or remotely, received a reward? And the employee's story about the new place of work will help to understand the negative aspects, even if he has not found it yet. What would he like: not to get to work for so long, not to be late in the evenings, not to be nervous, not to stop developing? All of these “nots” almost certainly torment the staff at the current company.
Olga Ovchinnikova
All this is clarified within the framework of the Exit Interview - a meeting with an employee, after which much becomes clear about the person and the atmosphere in the team. At the end, I warn you that I would like to meet again for a short conversation, before which I will ponder the next steps and realize the value of a person for the company, his prospects, and ways to retain him.
A person may outgrow the position, responsibilities may seem too familiar to him, he may want professional growth. Or he lacks an element of creativity in his daily routine. Perhaps he has lost the feeling of being needed. The motive for leaving has to be literally unearthed at the meeting. For the most part, people tend to give formal answers, which, as it seems to them, are clearer to the manager than self-realization or psychological moments.
"I want a big salary"
Raising salaries is both the most frequent demand and the most popular measure of employee retention. But, oddly enough, the least effective.
An increase in wages should not be a reason to continue working, - says Olga Ovchinnikova. Because if the employee is motivated only by financial aspect, he will still sooner or later go to the one who pays more. And this can happen at an inopportune moment for the company - in the middle of a project or during vacation periods when it is difficult to find a replacement.
Another weighty reason not to make concessions when discussing salaries is the need to revise it not for one person, but for the entire department, division or company. After all, other employees can find out about the promotion, and then problems will not end. However, this theory does not work if the salary in the company is indeed below the market average. In this case, on one loyalty, employees will not last long and will gather up to competitors.
Offer the employee a rational option - revise the remuneration system, make it more efficient and optimize the staff. Perhaps two employees will do a much better job than three if the freed up rate is divided in half? Or divide the salary into a fixed part and a "deal", set bonuses for fulfilling or overfulfilling the plan. Even if, in fact, wages remain at the same level, the very opportunity to earn more motivates.
It will not be superfluous to tell the employee about the cost of the social package - free meals, compensation mobile communications and travel expenses, corporate events and training. This will help the resigning person to sensibly assess whether he took into account all the important factors when switching to new job and whether the big salary is worth such losses.
"I'm bored, I'm thinking of changing my occupation"
An employee who has reached the ceiling in the company is bored and mentally thinks about what else to do. A standard promotion will not always help here, although for some it will be enough to feel their own worth and receive privileges.
Olga Ovchinnikova
COO Wyser (Gi Group International Personnel Holding)
If average age employees - 25+ (the so-called "generation Y"), then they cannot be retained by a simple change of position. It is important to give meaning to their daily activities, to show that the company values them professional quality, experience and personality traits, demonstrate the horizons of development and offer the necessary tools for this. If an employee lacks creative implementation in his daily routine, then we involve him in projects related to corporate charity or internal PR events (corporate events, promotions, contests).
A bored employee can become a valuable asset - precisely because “out of boredom” he comes up with ways to optimize the process, achieve great results, and knows where it is most useful. It is worth listening to him, and a new position will appear by itself.
"My job is useless"
Police officers, doctors and rescuers need to be motivated to work much less than "office plankton", because they already know what benefits they bring to people. Even children are much harder to teach new skills if they don’t see the point in it and don’t understand why they need it! What can we say about adults who are engaged in "nonsense" day after day.
In this case, Olga Ovchinnikova advises transferring the employee to more global projects, events in which representative offices from different countries... This broadens the professional horizons, establishes communication with colleagues abroad and has a positive effect on the perception of oneself as a person.
But even if there are no more global projects in the company, a simple explanation of the value of routine operations can radically change the idea of an employee about his duties. After all, he may not realize that the management values himself and the operations performed.
"I can't handle it"
Concerns expressed by those quitting about the proportionality of responsibilities and abilities indicate two problems: the desire to develop or simple fatigue. Talented and truly valuable employees strive to work more efficiently and better. That is why they are valuable! Therefore, studying is a good alternative to leaving the company.
Olga Ovchinnikova notes that the tense state of staff is directly related to the volume professional knowledge... To remove the fear of not being able to cope, it is enough to train such an employee within the framework of corporate courses or from an external provider.
But in this case, it is worthwhile to play it safe. If a person already intended to leave the company, then after studying and improving his qualifications, it will be easier for him. Conclude a contract, according to which, after training, the employee will be obliged to apply the acquired knowledge in your company. Refusal of such an offer will clearly betray a selfish person who wants to squeeze out the maximum before dismissal.
"I feel uncomfortable in the team"
Dismissal prevention should be carried out from the very first day of an employee's work in the company, and there is nothing better than warm, trusting relationships with subordinates and colleagues. A competent adaptation procedure will help to avoid problems and conflicts, and team building and corporate events will cost less than the constant “turnover” in a team with an unhealthy atmosphere.
But there are also two extreme cases when a person is not able to get along even in a good team. Conflicting and aggressive workers are best isolated if they are really important to the company. The same should be done with introverts who do not want to join the team. Try to highlight such people Personal Area or let you work remotely from home.
"I'm tired of all!"
There are times when, even with a trusting relationship with the management, an employee cannot name the true reason for his desire to leave the company, because he himself does not know it - he just feels that everything is going wrong, his strength is running out, and patience is about to burst.
Olga Ovchinnikova
COO Wyser (Gi Group International Personnel Holding)
Usually after major projects devastation sets in, and lingering melancholy can smolder inside for a long time, did not manifest itself in any way on a daily level. In my practice, there was a case when an employee was going to leave the company, arguing this by the cooling of interest in work and the desire to change direction professional activity... I felt that it was not a matter of dissatisfaction with duties, working conditions, or relationships with colleagues. We agreed that she will go on a two-month vacation, and then we will once again discuss the dismissal. As a result, she returned renewed, with positive attitude and a lot of new ideas that contributed to the development of the business.
We saved the employee. What's next?
After the first bell - a letter of resignation of your own free will - you should be especially attentive to the employee. A dissatisfied person who for some reason made a deal with management, but rather with himself, and remained in the company, can become a carrier of the virus of dissatisfaction. And this inevitably leads to massive layoffs and the loss of valuable personnel, who seem to have no intention of quitting.
Perhaps the manager was mistaken in identifying the motivating factors and suggested the wrong changes that would make the employee want to work with inspiration. In this case, you can try to carefully adjust the actions. However, if the employee brings the application again and expects to be persuaded to stay again, this will develop into blackmail and manipulation. Moreover, the terms of quiet work will become less and less. Therefore, the employee retention focus only works once, and it is important to implement it competently.
But it is them who are first of all trying to entice competitors, and often the employees themselves leave in search of a better lot. Human resources experts believe that it is better to prevent the drain of talented and qualified personnel in advance than to persuade those who have already made the decision to quit.
Why are they leaving?
The overwhelming majority of employees make the decision to dismiss not spontaneously, but under the influence of various circumstances and reflections. Motives can affect both professional and personal spheres. Although finances are playing important role in retaining promising specialists, not always the size wages determines the desire to move to another company.
There is a fairly widespread misconception that if a smart employee increases his salary, he will stop looking “to the left” and stay. Practice shows the fallacy and limitations of this view. In addition, not every company can afford to constantly increase the amount of remuneration, especially in the "overheated" segments of the labor market. Of course, if the amount of financial compensation is lower than the market one, then it is necessary to increase the salary to the level of the main competitors.
An alternative option is also possible, which also provides for an increase, but only for a specifically performed part of the work. At the same time, the size of the salary remains at the same level or changes insignificantly. For example, a valuable and talented employee is assigned to lead an interesting project, for the successful completion of which there is a bonus or bonus. Thus, the issue of financial dissatisfaction is positively resolved and new professional challenges are offered.
If a creative employee makes the decision to dismiss, then it is possible that he is simply bored with doing his usual work. In this situation, a change in activity, a change in the usual environment, helps a lot. If a person is given more independence in resolving issues, it is possible that this will increase his interest in the duties performed.
Another motive for moving to a new job is striving for a higher status. This is not necessarily vertical career development. Perhaps the employee needs more recognition and attention from management, colleagues and subordinates. Good results can be obtained in a very inexpensive way - to endow such a specialist with the status of an expert. It is important to ask for his opinion during meetings, to assign him the responsibility to comment on professional issues to the media, and in certain cases, to offer the role of a mentor for young professionals. However, the effect of such measures can only be if the employee is initially loyal to the company.
Leading the way
Many experts in the field of personnel management believe that it is easier to anticipate the desire to move to a new job in advance than to persuade someone who has already decided on his decision. Here it is important not to miss the first symptoms that the employee is beginning to think about changing employers.
To prevent the leakage of talented specialists, you need to know what motivates each of them to work in this particular company. Factors can be very different and do not always coincide with the opinion of the manager or the standards corporate culture that's why individual work is so important.
The ability to independently control and direct the course of important events in your life was originally inherent in human nature. Even if an employee verbally declares a desire for constant change, he still has a need to manage them. Experienced leaders know that predictability of the company's future development is important for building employee loyalty.
Employee engagement plays a key role in shaping the motivation system. If a creative and proactive person always offers ideas that remain unaddressed, then one day he will simply get tired of it. Seeing no further prospect for an informal approach, he will mechanically carry out his duties. A decrease in the level of engagement directly negatively affects the level of loyalty.
In time decision promoting a valuable employee can prevent firing. However, not all companies have such an opportunity, and in structures with a rigid hierarchy, it is almost impossible to create new position"Under the person." The way out in this situation is seen in horizontal growth. An employee interested in self-development can always be "seduced" by advanced training courses, interesting training or a master class. Some employers offer training at corporate universities or have partnership agreements with universities. However, it must be understood that with professional growth the market value of the specialist will also increase. So, unless we are talking about weekend trainings, training an employee implies an increase in his salary, even if only symbolically.
Dealing with motives for dismissal
If an HR specialist is faced with the task of retaining a valuable employee, then first you need to determine the motivation. Simple question“Why did you decide to leave our company?” Is usually not enough. Such a conversation is always stressful, so usually a person tries to diplomatically avoid direct answers.
To understand the real reasons for employee dissatisfaction with the current place of work, you can ask how he sees his future employer and what reflects his current unfulfilled expectations. If a person focuses on career growth or greater independence, a parallel should be drawn with his current position.
You can also go back to your first weeks with this company and ask for your expectations for that period. Based on this, analyze how he managed to realize his plans.
When talking with an employee, it is important to pay attention to the wording used. A large number of "not" particles directly indicates that he is not satisfied. For example, when describing his future place of work, he says that he “will not have to write reports most of the time,” and this clearly indicates a dominant motive.
Sometimes it is difficult to recognize in time that a valuable employee has made a decision to move to another company, and it is not always possible to make an adequate counter-offer. But in any case, this dismissal should be a serious signal to the management of the need to revise the talent management policy. Even if it is not possible to persuade a person to stay, it is important to diagnose the reasons why he decided to leave, and, possibly, to prevent the incipient process of a massive outflow of personnel.
It is no secret that any successful company rests on patient and responsible employees. They are the protectors against scrapes, market fluctuations and crises. They are the ones who know what to do and how to do it right. They can work on their day off, train newcomers, take on leadership responsibilities, and provide valuable insights at the right time. If your "golden employee" has decided to leave you, you should know that problems have begun in your company. In this article, you will learn how to keep a valuable employee from firing and prevent similar problems in the future.
The main reasons for dismissal
But now, at one point your key employee writes a letter of resignation. What to do? Responsible and serious workers never step into the void. They think over their departure from the company for months, look for work,. It will not work to keep such an employee with empty chatter, since his application is a formality, which is the final touch in the process of changing jobs. But if you give the person guarantees and a clear vision possible changes, in terms of pay and working conditions, career growth - your chances of retaining a valuable employee are increased.
First, find out the true motive for his decision. If a person opens up to you and reveals the motives for dismissal, then you have a chance to influence his decision.
There are three main reasons for dismissal:
- low salary;
- poor working conditions;
- lack of professional recognition and career growth.
How to prevent the layoff of valuable employees
The dismissal of a good employee suggests that the situation in the company is out of control. Employees are devoted to themselves, they are not watched, managers do not communicate with them, all their discontent, grievances remain with them. The employee sees that his problems are not needed by anyone, how to earn more, he does not know how to climb the career ladder, this is also a question. What to do? The decision was made - I need to change my job, maybe they will appreciate my abilities and allow me to realize myself.
The management of the company must monitor in order to respond in time to discontent and problems that have arisen. This can prevent valuable employees from leaving long before they have the desire to quit permanently and irrevocably.
Key Retention Techniques for Valuable Employees
If your valuable employee has already decided on such a step, it will not be easy to keep him, but there is a chance. There are two methods to retain a valuable employee:
- The method of intimidation and promises. It is based on intimidating an employee with the uncertainty and difficulties that he may face when looking for a job. For instance: “You've been working here for five years. You know everyone. You are at home here. Why do you need difficulties? At Company X, for example, the worst employee of the month gets fired based on sales. Have you heard of this? We don't have that. The company has invested money in you in training, be grateful for that! " or “Let’s not rush! We are about to open a vacancy, we will consider your candidacy right away! " or “Are you sure that you will earn as much in a new place as here? Are you sure that the transition is deliberate and you will not regret it? "
This method works and is actively used in many companies. But this approach only works for soft people, and even then not for everyone. If an employee is confident in himself and his strengths, he cannot be stopped in such ways. The method works well for those who succumbed to momentary emotions or the influence of someone else's opinion and thoughtlessly wrote a statement. Such arguments (see above) sober the employee, a sense of harsh reality returns to him, and temporary resentment fades away.
- A method of action and loyalty. If you really want to retain a valuable employee, you need to provide guarantees that will make the person think and really stay with the company. Having identified the motive for dismissal, you can put pressure on this point and fix everything.
For instance: “Okay, you're not happy with your salary, we'll fix that. I apologize for the unfair assessment of your contribution to the company - we will correct that too. Let’s take the application, and at the end of the day I’ll be ready to make you an offer that will take effect tomorrow. I promise you will love it! Then we will discuss everything " or “I agree that working late is exhausting and demotivating. It is very important for us that you continue to work within the walls of our company. We are ready to revise your schedule and make it more flexible. We will redistribute the load, give assistants "- this method of action and guarantees.
Nice, isn't it? The employer applies the method of action and loyalty when, indeed, with the departure of an employee, the company will face a collapse and large financial losses. In fact, the company becomes a hostage of such an employee until a "cheaper" candidate appears.
There are several opinions about monetary motivation. Many HR people argue that if an employee is dissatisfied with the salary, then there is no need to rush to raise it, you need to convey to him what his salary consists of - social package, corporate events, trainings. Then make sure that the salary is really mid-market, and if it is lower, then, of course, equalize it.
It is also believed that monetary motivation is one of the strongest for low and medium-paid professions. A person's dependence on money makes him work for two. But when he works for three, and he is paid as for one, even the most patient employee will not last long. If the employee really has a valuable status, pay him as much as you can, you know that he will work out this money in full. Do not lead such specialists to run away from you with resentment, powerful anti-advertising and clients.
In jobs where wages are in the thousands of dollars, monetary motivation stops working as chronic dependence on money disappears. A person measures his or her goods not in money, but in higher categories, for example: internal realization, ambitions, achievements, personal comfort.
Conclusion
Despite your best efforts, it will be difficult for you to change the employee’s decision, because he no longer trusts you, and may even be angry with the company. But the methods and techniques described in this article will help you do everything you can to keep a valuable employee from firing and prevent employee turnover.
Undoubtedly, staff turnover is detrimental to the organization's performance. It is estimated that companies spend up to 1/3 of their wages on recruiting new workers. Some experts believe that these costs are much higher in a membership-based business. Staff turnover has a strong influence on the decision of the members of the company to stay or, on the contrary, to terminate their participation in the company.
Here are ten steps to retaining good employees:
1. Before an employee starts working for you, provide him with all necessary knowledge regarding the standards of work with you, he must clearly know what is expected of him. The employee should not constantly wonder what he needs to accomplish, what is expected of him, etc. This wastes time and frustrates the employee.
2. Comprehensively train your new employee. Spend time and money training your new employee for the specifics of your organization. This is a waste of time and money, although this way you will get a great employee who will feel like a fish in water at work.
3. Show the newcomer who should be his role model. As the head and manager of a company, you have the right to set the tone for the entire company. If you want all of your employees to follow your course, make sure you strive for it not only in words, but also in actions.
4. Give your employees the opportunity to improve. Consider sending your employees to refresher courses. This will benefit you in the form of increased employee productivity, increased competence, and increased willingness to work for you.
5. Establish two-way communication. Do not wait until the time between checks in order to praise or, on the contrary, point out the employee to the area of his shortcomings.
6. Give your employees an opportunity to express their points of view and their opinions about existing problems... Spend more collaborative brainstorming, in order to come up with new ways of solving problems. Make sure that such meetings are not threatening, but have a favorable and constructive direction.
7. Reward your employees. If the employee fulfills their obligations well, present them with gifts and recognition. Make it so that all other employees know about it, this will be a kind of incentive for them in their work. Gifts don't have to be very expensive - it all depends on your options. Sometimes, in order for a person to feel valuable, it is enough to give him only a small gift as a sign of attention to him. This can be a postcard, a bouquet of flowers, a certificate for the successful completion of work, cinema tickets, a concert, or some sporting event.
8. Show the employee the system of values, norms and rules of conduct that govern the interaction of people in the organization, which are based on openness, trust and fun. Celebrate your successes with those who helped you achieve them. Everyone should feel that they are an integral and integral part of the team.
9. Promote open communication lines. Regardless of whether your organization is currently experiencing overwhelming success, or it is in crisis, keep your staff in a small circle. By keeping your staff in the loop, you keep in touch with them and treat them as an important part of the team. In response, your employees will go all out for you one hundred percent and even more.
10. Respect your employees. Show them that you care about them, not just as your employees, but also as a person. Follow the golden rule: "Treat another as you would like to be treated."
If you follow these simple tips, you will soon see how your workers' productivity has improved, their morale has improved, and their loyalty to you has increased.
