How to do a good job in data management for departing employees

Take RushCRM as an example:

Personnel turnover is an inevitable thing for every enterprise, for salespeople, the most important thing before leaving is to do a good job in the handover of customers, so that the successor can grasp the communication with customers before, so that sales, service and other work can continue to be connected. Traditional handover methods will inevitably have many omissions through documents, oral explanations and other handover methods. So in RushCRM, how to deal with the handover of departing employees and work information?

1. Deactivation. For employees who have left the company, it is recommended that you deactivate the employee first to ensure the security of RushCRM information. The system administrator can go to the [System Configuration] - User page, find the departing employee, and select Deactivate in the pop-up window in the [Status] menu, after deactivation, the employee will not be able to log in, but all the associated data will be retained.

-RushCM system has a limit on the number of people, after you deactivate one, it is equivalent to freeing up one, and you can continue to create new people assigned to new people to log in to use the system.

Do not delete the departing employee directly, because there is a lot of information associated with it (such as customers, follow-up records, contract orders, etc.), once deleted, not only the previously associated content will be affected, but also some statistical reports will be affected.

2. Data migration.

After confirming the successor of the customer information, the administrator enters the user management page again, changes the status of the departing employee to "Resignation" and saves it, and the system will prompt you to select the data transfer target, that is, the successor, and finally click OK. After the data is migrated, information such as accounts previously created or owned by the departing employee, sales opportunities that are being followed up, follow-up records, contract orders, and more are transferred to the destination.

3. Selective transfer of data.

In this case, there is a large amount of data of the departing employee, and we want to be able to hand it over to a different person to deal with, so we need to use the "transfer" function. On the list page of the module, the data that needs to be transferred is filtered, (the way of filtering can be searched, or through the view tag We have talked about in the previous article) after filtering out the results, select all and then through the batch "transfer" function, not only can the data under the module be transferred to others, but also the data associated with the module can be transferred to others, so that we can selectively assign the data of the departing personnel to different personnel to take over by filtering and then transferring. It is worth mentioning that this method can be operated not only by administrators, but also by users with certain operation permissions (such as the supervisor of a departing employee).

In the face of employees who have made up their minds, enterprises should learn from the practices of well-known companies on the basis of fully understanding their value, and carry out good relationship management for departing employees in combination with their own conditions.

One. Establish rules and regulations and form norms.

Faced with a huge proportion of "voluntarily lost" talent, more Chinese companies are focusing on recruitment, believing that "poached" employees are wealth, and resigned employees are losses. 80% of Chinese companies have detailed recruitment processes, while less than 10% have leaver management rules. The so-called employee turnover management not only includes the interview and retention of employees when they show signs of resignation, the handling of resignation procedures, the signing of non-compete agreements, the interview after resignation, and the maintenance of relationships after employees leave the company; More importantly, it also includes the establishment of talent retention mechanism, the prevention of employee turnover, and the crisis management caused by sudden turnover.

Two. Stay connected and communicate personally.

In the actual operation of the relationship management of departing employees, it is necessary to pay attention to two-way value exchange and personalized communication. The so-called two-way value exchange means that if the company expects the departing employee to provide a lot of up-to-date information in the new environment, then the company itself must provide the departing employee with equivalent information with sufficient value. Personalized communication refers to effective one-on-one communication according to the characteristics and personality of the departing employee, so that information can be obtained effectively.

Three. Informal, encourage to come back.

Dr. Malrick, a senior expert at McKinsey & Company, a well-known consulting firm, said: "The new grass may look greener, but it is often not. The first time you use them, you may not see their true value and make a commitment to it, but on the second time, you can find a gold mine.

The return of talented employees who have changed jobs is not only less expensive to hire, but also more loyal. Many companies in the West have a system of rehiring departing employees, and IBM believes that employees who leave IBM will learn something after a few years of work, and if they are willing to return to IBM, the company's door is always open and they will add new value.

Doing a good job in managing the departed employees can be achieved by:

First, the leadership should be strict with itself and lenient with others.

Leadership, especially direct supervisors, who are unfair and impartial, take the lead in undermining systems and processes, reverse right and wrong, be high-minded, and narrow-minded, will lead to employee turnover.

2. Pay attention to the ideological dynamics of employees and give priority to prevention.

The human resources department and direct supervisors should pay attention to the ideological dynamics of employees, find that employees have signs of leaving, communicate with employees in a timely manner, and achieve a target. Employees often ask for leave, complain more, are unwilling to accept a new job, update their resumes in recruitment, and have a certain difference in work style from usual, etc., may be the performance of employees before leaving, and the human resources department and direct supervisors should communicate with employees regularly or irregularly, and be good at finding some phenomena of employee resignation, so as to effectively prevent them.

3. Conduct a resignation interview in good faith.

For employees who resign, the immediate supervisor and the Human Resources Department conduct a resignation interview.

Fourth, pay attention to the competition management of core employees.

For employees in key positions, non-compete agreements should be signed, and confidential information of the company should be strengthened. Confidential information should be kept strictly confidential to prevent leakage.

Fifth, do a good job in the analysis of the reasons for employee resignation.

The reasons for the resignation of employees are generally: salary dissatisfaction, dissatisfaction with leadership, dissatisfaction with interpersonal relationships, performance is not up to standard, opinions on performance appraisal results, work mistakes, personal reasons, etc., the human resources department should summarize and sort out the classifications, find the rules, and put forward suggestions for improvement in human resources policies and process systems, so as to achieve continuous improvement of enterprise management.

6. Humanized resignation procedures.

Enterprises should go through the resignation procedures in accordance with the relevant laws and regulations of the state, and should not change the direction and deduct or delay the payment of wages for various reasons. It is necessary to hold a farewell party to praise the merits of the departing employees, eliminate the misunderstandings in the past, and express blessings to their prospects. After all, it used to be a family, and the most important thing is to get together and disperse.

The human resources department should pay attention to retaining relevant written evidence to prevent the risk of labor disputes, such as the employee's resignation application form, termination of labor contract, resignation notice, attendance sheet, etc.

7. Manage the departing employees.

The human resources department should sort out and archive the information of the departing employees, and regularly contact the departing employees, especially the key positions or middle and senior management employees, to inform the company's development status and development prospects. Old employees can also be invited to participate in the company's annual meeting, so that they can feel the company's concern for the departing employees.

Enterprises should do a good job in the management of departing employees, and should focus on prevention and be targeted. Only by establishing standardized systems and processes and advocating harmonious trust management can we fundamentally do a good job in the management of employee resignation, otherwise it may cause passivity in management.

Resignation management, in order to standardize the process of employee resignation, ensure the continuity of daily work and production tasks, ensure the legitimate rights and interests of the company and departing employees, and do a good job in the whole process of key employee retention, resignation interview, work handover, personnel recruitment, and post-departure management. Turnover analysis refers to understanding the reasons for employee resignation through exit interviews and resignation handover, understanding the reasons for employee resignation, classifying the reasons, making statistics, and making targeted improvements to the main reasons for resignation.

The company's staff turnover rate is high, and the turnover rate of new employees during the probation period is high, and it is constantly recruiting and leaving, resulting in a vicious circle. In view of the above situation, the company can understand the real reasons for the employee's resignation through the resignation interview and resignation handover, classify the reasons, and improve the typical problems.

The main reasons for the resignation of general employees are as follows: 1. The reason for the company's platform 2, the reason for salary and benefits 3, the reason for personal development 4, the reason for the working atmosphere 5, and other reasons (family reasons, returning to hometown, etc.). Combined with the above reasons, targeted improvement measures include:

The company has good development prospects and provides employees with a good working platform; Ensure the market competitiveness of salaries and benefits and maintain attractiveness; Establish career development channels for employees, and employees have a good working atmosphere (communication, coordination), etc.

Managing the chaos is actually very simple, and you have to learn how to divide the money.