For an enterprise, how to prevent employees from leaving

Let me give you an example: if the employees leave the company, they are not willing to talk about the employer anymore, and they are not even willing to go to the store of the commercial enterprise for shopping, isn't this a failure? Will he tell his friends and family what is going on with this company, and that it's better not to go there to spend money?

Is it difficult for all the 250 people he can influence to become your loyal customers? Isn't this bad publicity for your brand? No matter how good your advertising is, it can't withstand the damage caused by the negative publicity from the old employees' word-of-mouth.

Because the departing employee has no interest in the company, and he has a deep understanding of the company, the argument is very convincing. I am very touched that Tang Jun will find opportunities to praise the companies he has served in many public occasions, including his large number of articles, interviews, and trainings, which virtually makes people have a good impression of these companies and adds to the charm of the company. If the former employees can do this, isn't it a free advertising promoter for the company?

Employees are grateful, and the corporate brand is profitable, and it is a win-win situation.

Why is this happening? Because the company gives full understanding, support, and due respect when employees leave, if the company does this when treating employees when they leave, they will be so good to the employees who leave the company, and it is conceivable for the employees to attract outstanding talents, for the attraction of important partners, for the attraction of important business opportunities, and even the promotion of corporate culture, its influence is great, and it is more effective than any other form of advertising done by the company itself. Dr. Hu Bayi shared one of his cases, an old employee of Bloomington decided to do HR in the company, and the company gave full understanding and support, and then the employee was grateful for the cultivation of the company, and vigorously promoted the cooperation between the employee's company and Bloomington, how good is this?

I don't think anyone would have expected that. Doesn't this kind of thing that brings cooperation to customers to the enterprise because of the resignation of employees, which invisibly increases the sales power of the enterprise? The key is that this is a free salesperson, a free brand evangelist, and even the most loyal customer, how many customers will he refer?

When the employee leaves, the resignation report should be made a month or half a month in advance, and the work handover should be done when the employee leaves.

It is necessary to sign the relevant contracts, make the employees follow certain rules, and explain to the employees in advance, so that these risks can be avoided.

When facing the departure of an employee, we should prepare him for the handover, and at the same time, we should also say hello a month in advance, so that we can find someone to replace him in advance.

To leave a job is to leave an existing position. Employees of public or private institutions are discharged from their positions due to retirement, resignation, suspension, dismissal, death, etc. There are two situations in which an employee does not receive corporate compensation when he or she leaves the company

1. The employee voluntarily resigns or does not sign the labor contract, and the enterprise is not at fault. If an employee voluntarily leaves the original workplace because of his or her own career plan or a new job opportunity, or the employee does not want to sign a labor contract with the enterprise at all, and the enterprise cannot protect its own interests, there is no compensation for the employee's resignation. Corporate fault refers to:

Failure to pay wages on time; The enterprise fails to pay social insurance in time and in full as required; The company does not pay overtime; The working hours of the enterprise exceed the legal provisions; The enterprise does not have a holiday on statutory holidays and does not pay 3 times the salary; The enterprise does not sign labor contracts with employees; Enterprises seize employees' ID cards and other documents; The company took a deposit from the employee, and so on.

2. The enterprise unilaterally terminates the labor relationship with the employee, and at the same time, the enterprise has the rules and regulations signed and approved by the employee, and the relevant evidence of the employee's negligence in the dry code work. The law gives enterprises certain internal legislative powers, and enterprises can formulate corresponding rules and regulations according to their own work requirements, and punish employees who violate these rules and regulations, including unilateral termination of labor contracts without prior notice and without any compensation.

However, the legality of the company's rules and regulations depends on the procedures for formulating the system and whether the employees are aware of it. In order to establish the rules and regulations formulated by the enterprise, it is necessary to hold a meeting with the employee representatives or all employees to communicate and negotiate on an equal footing, and finally need to be signed and approved by the employee representatives or all employees. At present, the state and various provinces and municipalities on the election, organization and construction, exercise of powers, etc., basically do not have very operable clear provisions, therefore, the rules and regulations of enterprises, especially the rules and regulations of small and medium-sized private enterprises, need to be signed by all employees in order to have legal effect.

With this signature, it means that the first employee recognizes the company's system, and the second employee knows the company's system. It is only on this basis that the company's rules and regulations are established.

Specifically, you can refer to the rules and regulations formulated by the enterprise, how can they have legal effect? Therefore, if the company does not ask the employee to sign, the employee may not recognize or recognize the company's rules and regulations, and the labor arbitration institution will not find these systems valid. On the contrary, with a legal system, the enterprise also has evidence of employee violations of the system, and it is not necessary to pay compensation for unilaterally terminating the labor relationship with the employee who violates the system.

The danger of vacanciesIf the organization does not anticipate the departure of employees, there is no reserve to replace the leaver, which is likely to create a passive situation in the work. At the same time, in the process of resignation and transfer, other risks may arise due to the imperfection of the handover process, insufficient handover time, and incomplete handover content. Early prevention.

It is necessary to do a good job in the construction of talent demobilization, assess the risk of resignation of all positions, establish a reserve talent pool for core positions, and ensure and strengthen the early training of the ability of reserve talents in related positions.

Develop contingency plans for mass brain drain in key or non-related roles. For the necessary core positions, due to the particularity of the work, the core talent signs a resignation commitment letter when entering the company, and from the time of resignation to the time of formal departure, he can promise whether to exercise special handling procedures, detailed business handover content and other relevant resignation matters, and if these terms are violated, he can promise to be liable for breach of contract.

Standardize procedures to establish and maintain normal separation procedures, stipulating the methods of confirmation, approvals, supervision, responsibilities, etc., for other positions and positions that require personnel. Ensure the integrity and security of the offboarding process while considering efficiency. When the relevant personnel have the intention to resign, they will respond quickly and take immediate action, and the personnel department and the department head will conduct a resignation interview with the departer, and if the intention to leave is clear, they will immediately enter the takeover process.

Strive for sufficient handover time to ensure the integrity of the business handover. The exit interview should be based on comfort, not blame, and should not exacerbate the conflict, so that the leaver will have resistance.

The core information of the company includes technical data, trade secrets and other important information about the company's core competitiveness. If you are in an important position, the departure of the person who holds these core secrets, whether it is a competitor or a self-employed person, will have a great impact on the company, serious, and even endanger the survival of the company. It's important to leave someone behind.

It's better to keep someone else than to replenish after you leave your job. There are many ways to keep people in key positions. The principle is to "take the long term".

Chinese people have a special affection for "home", and companies can buy real estate, live in core positions for a long time, and transfer real estate to the name of the individual talent after commitment.

Improve the treatment of employees, give employees a sense of security, and make employees more and more enthusiastic about their work, and they will not leave.

First of all, we should set up a talent reserve mechanism, and secondly, each department should have employees who can take over the work, so as to prevent the potential risks caused by resignation.

First of all, there are travel regulations, as well as travel details and a fine system, so that such risks can be avoided.

We can sign contracts with employees, try to think from the perspective of employees, and improve the company's welfare.