Discourage an employee from firing. Why did the employee quit of his own free will? How to prevent the layoff of valuable employees

They accepted, trained and developed an employee, and he says that he wants to leave? To save a valuable frame, you need to delve into the motives of his dismissal. Listen to the reasons given by the employee and then you will understand how to act to keep the employee from being fired with minimal losses for the company.

The desire of a valuable employee to leave is not related to the amount of time he has worked in the company. This is an inner desire that he transferred to an outer one.

Advice: the official reason for leaving is not always the real motive. Some people are embarrassed to admit problems with colleagues or personal problems, so they give another reason. To keepthe quitting employee needs to work with the real reason for leaving.

There are various reasons that can encourage further care, both basic (“little money), which appeal to our basic needs, and internal (“ I see no point in work ”), which reveal a person's needs for self-development and self-expression.

Consider the main reasons for leaving and how to keep a good employee from being fired.

Money is tight

Not a single employee will be able to perform his duties well if his head is occupied with thoughts of where to earn extra money before the paycheck. Before solving this issue, it is worth analyzing the personnel market for the real level of salaries, since it may turn out that in this area the employee's salary is at the level. If there is potential for growth, it is worth considering.

Solution: discuss with employees their responsibilities and remuneration. It is not worth raising wages simply because of the fact of dismissal, since the situation may repeat itself in six months. Better think about improving the motivation system, introducing KPIs that will allow the employee to earn more.

If your salary is competitive, explain this to an employee. He, in turn, will bring logical arguments on which he needs to increase the salary. The very fact of a dialogue significantly increases the chances of a peaceful solution to the issue.

No premium

Often the salary level suits the employee, but he does not see significant changes in the salary or loses the motivation to perform the job well. For such workers, not only monetary motivation is important, but also other types of incentives for their work. Introduce the gamification of labor when there are team competitions to complete certain levels or plans.

Solution: strengthen the corporate culture of the enterprise. For example, supplement the motivation system with non-monetary rewards: tickets, gifts or trips. If your company is discharged frequently, it is probably worth bringing to the employees information about how you can get an award, by what criteria it is discharged.

Stuck on the career ladder

An employee may be happy with his financial situation, but he does not see development. In this case, salary increases or additional bonuses will not lead to anything. Being in the same position for a long time with an unchanged list of responsibilities leads to melancholy.

Solution: There is a vacancy, offer the employee a raise. If there are no vacancies, hand over a large project to his management, expand the scope of responsibilities, or give him a “nominal promotion” in which he becomes a senior employee with a small increase in salary and list of jobs.

I don't feel important at work

The employee can perform his duties well, be punctual and assiduous. But he doesn't feel recognized for his work and the importance of his decisions. This situation is demotivating and lowers self-esteem.

Solution: discuss with the employee his work, mention successful projects. It is important for him to hear that you appreciate his work and notice success. Talk about successful projects, what you liked about work, mention effective solutions. And in the future, do not ignore the merits of the employee, sometimes ordinary praise is enough to charge a person for productive work.

I see no point in my activities

Office workers do not always see the usefulness of their work, believing that they are just "sitting out their pants." If doctors and rescuers are aware of the benefits they bring to people, then representatives of other professions need to feel the return on their work.

Solution method: If talking about the effect of the work does not work, try a more radical method. Assign an employee to more global projects, preferably international in scope. When communicating with foreign colleagues, the employee's outlook expands. This allows you to look at your responsibilities in a new light.

If the company does not work with foreign colleagues, present the full scale of the company's work to the employee: tell him about the whole cycle of work that is happening, familiarize him with a different level of responsibilities. At the same time, be sure to pay attention to the area of \u200b\u200bresponsibility that he is engaged in. So you will show him the importance of the contribution that is made to the common cause with his help.

The atmosphere within the team is not satisfied

Not all employees are ready to admit that they do not like the team. If this happened, then you should carefully consider this moment. Take a closer look at the atmosphere that prevails in the team. How enjoyable and enjoyable is she?

Solution: establish contact with subordinates, spend more time in their team. Communicate with managers more often as a team player rather than a boss. Since such a situation has arisen, it means that we need to work on the climate in a team.

Bad relationship with superiors

The employee reports this reason to the personnel officer during a weekend conversation or a close colleague. Rarely is an employee willing to honestly tell his superiors that it’s him. If there is a high turnover of staff, this situation needs to be paid close attention.

Solution method: take a closer look at the relationship with subordinates, how often you get feedback from them, how sincere it is. Let employees know they need honest feedback on collaboration to improve the situation.

If a bad relationship with a boss is an isolated case, it is worth trying to transfer the employee to another boss. In rare cases, people simply do not agree, and this issue will disappear when the leader changes.

Any employee, first of all, a person who can be overtaken by misfortunes and troubles. When he is going through a difficult divorce or grief from the loss of a loved one, it is better to turn off the demanding boss and understand him humanly.

Solutions: talk to the person heart to heart, listen to his worries and pain. Offer non-financial help, such as an extra vacation. If you are close enough, offer to meet outside of work for emotional relief. Don't leave an employee alone with your trouble. If there is no trusting relationship between you, tactfully ask a close colleague to support and encourage the employee. Show that the company cares about him and that he is cared for.

Good employees are valued for their desire to learn, develop and do everything better and more efficiently. If an employee is afraid of new responsibilities or doubts that he will be able to fulfill them well, you need to help him to overcome this fear.

Solution method: conduct training courses or trainings for the employee to improve their qualifications. You can send it to corporate training or external courses. This will give the specialist additional knowledge that will help him cope better with new responsibilities.

Useful: some employees may still leave after completing the courses, but with higher qualifications. To avoid this, conclude a contract that after completing the courses, the employee will be obliged to work for a certain period in the company. If he refuses, consider this point.

It is difficult to name a specific reason for leaving, but at the subconscious level it is clear that “everything is tired”. This does not always mean that a person wants to leave. Often after the end of a difficult project, a person has a feeling of devastation and severe fatigue.

Solution method: Offer the employee a little vacation so they can sort out their feelings. Very often, after such a rest, employees return active and motivated for new exploits.

What methods definitely can't be used?

There are points that must be taken into account:

never assume that an employee's only motivation is money. Be sure to delve into what is happening and the context of the dismissal.
do not intimidate the employee with the crisis in the labor market and insult him. Don't take personal care. Work is work, so you need to solve the situation with a sober head and from a business point of view.
the promise of mountains of gold will not help retain a valuable employee, nor will insults and threats.
be friendly and polite regardless of the reason for leaving.
do not appeal to friendly relations, elevating dismissal to betrayal.
do not try to retain an employee by using his colleagues for this.
eliminate the thought of dark retention techniques.

It turned out to save the employee. What do we do next?

After the employee has decided to stay, it is worth taking a closer look at him. Dismissal is the first call that there are things that do not suit the employee. If they are not eliminated, then his dissatisfaction can spread to other employees. This can lead to massive layoffs.

Depending on the situation, adjust your actions and take into account possible scenarios. Remember, if the employee again brings a letter of resignation after a short time, it is better to let go. At this stage, the statement becomes a means of manipulation and the continuation of cooperation will not lead to anything good.

According to a 2017 study, 73% of Russians are satisfied with their job. At the same time, only 37% are satisfied with the size of the salary.
53% of respondents agree to receive lower wages if they have food, entertainment in the office and flexible hours at work.
79% of those surveyed said that their strengths are in demand in the workplace and they find their potential fulfilled in work.

The statistics are striking: more than half of employees are fired due to poor relationships with their superiors. Often, in such situations, managers do not understand what led to the loss of valuable personnel. How to understand the problem and avoid it in the future, read our article.

Any of these reasons is enough for an employee of the company to think about changing a job and soon write a letter of resignation of his own free will.

It's good if not the most competent employee wants to quit, but what if a talented and promising employee is going to leave the company?

When the decision has already been made by the employee, it is unlikely that anything can be done: you need to start looking for the root of this problem, that is, look for the reasons why talented employees are leaving, what does not suit them and how to change it?

Valuable employee quits! Is it worth holding back? Video

All the reasons that employees of the company eventually start looking for a new job can be divided into three large groups:

The main reasons for dismissals include factors related to the functions and duties of an employee: for example, cases when he does not cope with his duties, he lacks competence, or, on the contrary, he has long "grown" from his position, but there are no development prospects ;
The second group of main reasons for dismissal concerns the material component, as a rule, these are low wages, inconsistency in the volume of work performed with wages, non-payment of bonuses, delays in payments, etc .;
And the third group of reasons for layoffs, which we will talk about in more detail in our material, concerns precisely the relationship of the employee with the team and the boss. And, according to various studies, more and more employees of various organizations explain their departure from the previous place of work with precisely such reasons: relations with their bosses did not work out.

With the program for automating the work of the Biznes.Ru store, you can easily set plans for your subordinates and track the percentage of their completion. The motivation system will become transparent and the seller will be able to understand how much and for what he earned.

Mistakes of managers in working with subordinates

Manager mistake # 1: when stress levels go off scale

Many employees themselves are ready to work seven days a week, stay late at work of their own free will, but, sooner or later, such a work regime inevitably leads to the fact that a person accumulates fatigue, and endless rush jobs, reports submitted on time and "gathering" clouds lead to stress, depression and burnout.

Only a few of the most desperate specialists will be able to work for a long time in this state: sooner or later, each employee realizes that as a reward for their desire to do everything and immediately they not only did not receive more money, but simply received psychological stress.

It is this state that ultimately pushes a person to look for another place with a more moderate pace of work.

Solution to the problem:only a truly "empathetic" and experienced manager in the early stages will notice that the employee does not receive any moral satisfaction, but only endless stress.

Simple signs of this will be lack of sleep, being late, sudden changes in employee mood, or simply a lack of desire to perform certain tasks.

If the manager does not want to end up losing a valuable employee, he should try to minimize the load that falls on him as much as possible: distribute the work that one person does among several, make deadlines more "sparing", give the person more days and hours of rest and try to praise him more for successes and less criticism for failures.

Thanks to such methods, the employee will be able to get out of a permanent state of stress, finally take a deep breath, calm down and look around.

If this is not done, then soon one can expect that the employee will start looking for another, more relaxed job.

Manager's mistake # 2: the impossibility of career growth

It often turns out that the promised career advancement was just a ploy to "lure" a talented employee into the firm. In no case should this be allowed!

According to various surveys, about a third of company employees are ready to quit if they realize that they will not have any career prospects in the near future! Every leader should think about this.

Solution to the problem:first of all, if the manager knows that a new position and promotion in the process of work does not "shine" for a new employee, then it is not necessary to declare this at an interview, that is, simply to deceive the candidate in order to interest him.

A talented employee, for whom promotion is a really important factor, should still be promoted in this position.

Let this career advancement be just "nominal", for example, instead of a leading specialist in a department, you make an employee a second deputy head of a department to satisfy the employee's ambitions and keep him in the new job.

Another important piece of advice in this regard is that the manager must create such conditions for the store to have a career advancement system, for example, through personnel certification, training, and assessment of the most promising personnel.

This is necessary so that each employee knows what to strive for and what to work for.

Manager's mistake # 3: an unfavorable atmosphere in the team and a tyrant boss

The statistics are really amazing: according to polls, today more than half of employees leave because of poor relationships with their superiors!

And the saddest thing is that the vast majority of managers simply do not notice that they go too far in dealing with their subordinates.

But you need to remember only one thing: not a single employee will stay in the store, with an unfavorable atmosphere in the team and a tyrant boss.

That is why today there is a large turnover of personnel, because every person is looking for a place in which he will be as comfortable as possible morally and psychologically, and there will be as little pressure from the authorities as possible.

Solution to the problem:by no means every leader will be able to admit the fact that he goes too far in dealing with his subordinates: most of them simply do not notice this, continuing their tyranny.

But if the turnover in your store remains consistently high, the root cause of this should be sought not in “incompetent staff”, but in the leadership, because people do not leave a good place of work.

Any conflict in the team can be corrected, and you can try to establish relationships with colleagues, but if the boss is a tyrant, then working with such is extremely difficult.

A smart boss is the boss who knows how to combine leadership and humanity, who is happy with the victories of his subordinates, is always ready to help them, hears them, knows how to motivate in word and deed.

It is for the sake of such a leader that subordinates are ready to work better and are actively involved in new projects.

Manager mistake # 4: uncomfortable working conditions

We talked about the unfavorable atmosphere in the team above, but now we will talk about this no less

a common reason for layoffs is dissatisfaction with working conditions.

This includes dissatisfaction with the work schedule, the remoteness of the office from home, and even the air temperature in the room.

Solution to the problem: many employees are not satisfied when they change their work schedule from their usual to another: for example, not from 8 to 17, but from 10 to 19.

This cannot be done without approval, because employees have their own life outside the office, their own daily schedule, business.

Many workers quit after the office moves - commuting to work a few hours a day is a disaster for many. It is also important that the equipment in the office works properly, air conditioners are installed in the hot summer season, and heaters work in winter.

Listen to everything that employees tell you, about certain inconveniences in your work - this is really important today. Solve all problems immediately and without putting them on the back burner, and it is also good advice to create an Employee Satisfaction Scale.

Periodically conducting an appropriate anonymous public opinion poll in the team, a competent leader will always be aware of urgent problems and how his employees are satisfied with the working conditions.

Manager mistake # 5: inappropriate wages

Another most common reason for layoffs today is the discrepancy between the level of wages and the volume of work performed.

In other words, when an employee does everything "from and to", is a truly competent and promising specialist, but instead of raising his salary, he is "fed" with promises, many of them decide to dismiss.

As soon as it comes to raising wages, bosses, as a rule, either laugh it off, or postpone the conversation, or remain silent.

If the matter concerns an employee who unmotivatedly demands an increase in salary, then the boss is not afraid of his dismissal, but what to do if a talented and necessary employee asks for a salary increase?

Solution to the problem:It is, of course, wrong to raise the wages of all employees without looking back, of course, but losing valuable personnel for this reason is also wrong. The right decision would be to introduce bonus systems for the fulfillment of the plan.

Also, in order not to lose valuable employees due to low wages, the manager must constantly monitor the average wages in the industry, index his wages depending on the "trends" of the market.

If the employee really, in the opinion of the management, deserves a salary increase and is a valuable staff, then his salary should be raised.

If there is no opportunity to increase the employee's salary, then it is best to explain all the reasons, to tell everything as it is - honestly, by stipulating the exact terms within which this salary can be increased in the future.

An individual approach to employees will help you find a service to automate the work of the Biznes.Ru store. Introduce a personalized daily routine for each employee and increase their loyalty to the company. But at the same time, you can always check the to-do list of your subordinates and, if necessary, correct it.

Manager mistake # 6: monotony of tasks

The TOP-7 mistakes that managers make during their relationships with their subordinates also include monotony. It is precisely because of the lack of development, interesting projects, the monotony of the tasks performed, and the routine that the most talented and promising personnel are quitting today.

Nobody wants to sit at a boring job, especially a promising and ambitious specialist: even a high salary will not keep a talented person at such a workplace for a long time.

Forcing the “cool” specialist to do useless things and plunging him into the “swamp” of monotony, the manager simply pushes him to dismiss.

Solution to the problem:not a single leader will be able to retain a promising specialist, preventing him from solving new problems, participating in interesting projects, proposing something new and implementing this new one.

Offer such a talented employee a new position, extended functionality, solving diverse problems, help him in his desire to create something new.

An excellent solution here would also be to send such a specialist for retraining or refresher courses.

Now I will try to consider the opposite situation. A subordinate came to you and expressed a desire to leave your organization. We proceed from the fact that you need this employee as a qualified personnel, or his departure may destabilize the situation in the assigned unit, or there is some other very important reason to persuade him to stay.

I'll make a reservation right away: if a person has already firmly decided everything for himself, mentally burned all the bridges to retreat, agreed to arrange for another job, then it will be extremely difficult to persuade him. If only, for example, do not kneel down, tearfully begging to stay ...

Even if the appearance of a resigning employee to you was not included in your plans and came as a surprise, then, first of all, you need to humanly approach this issue and remember that the employee will not work for you forever. Sooner or later, the moment of dismissal may come, and you will not be able to do anything about it. Maximum, postpone the date of departure to a later or indefinite period.

So, after reflecting on the situation, weighing all the pros and cons, you came to the conclusion that the time is not yet. As a result of clarifying the reasons for the dismissal from the employee, you understand that he was simply fed up with the job, or he has not yet decided on further plans, or that he is going to leave you because of a trifling, completely solvable issue ...

In general, you see in the employee a “shadow of doubt” about the correctness of his deed. This is your chance. Only doubt can you play and convince a person in his decision. I would say that a “spark” of doubt can always be used to fan a whole “fire”.

The main thing is to choose the right arguments and loosen the scales of decision making. I tried to outline the concepts of loosening techniques in the post How to impose your idea on subordinates.

Let me give you an example.

An employee came to you and brought letter of resignationat will. It would be silly if you, without asking the reasons, just sign the statement. If I were an employee, I would have thought that no one really needed me here, and would have even more affirmed in the correctness of my decision.

So it is necessary to find out reason... It is important to remember that the cause can only be a consequence of another problem, which means that what the employee told you is just the tip of the iceberg. To find out the root cause, you have a long conversation, but by hook or by crook you need to get to the stumbling block - the main issue that torments the employee.

If you can solve this issue, your authority will grow even more in the eyes of the employee, but he himself, having received an alternative solution to the problem that tormented him (which was the reason for his dismissal), will kindly agree to work under your supervision for some more time.

One of the most frequent reasonsthe desire to quit is the search for a “better place”, the same reason can be equated with the state of “everything is enough”. In this case, you can try to draw perspectives on the new job and compare them with the current job.

Believe me, there are many arguments in favor of staying: a familiar, well-established team, long-understood principles of work, no need to retrain, retrain, an understandable and predictable remuneration system, motivation systems, a good schedule, overtime if possible, etc.

What's in a new place? New sensations? And how long will they last - a month or two? And then a new job again? After all, with each new place of work, it becomes more difficult to surprise us, and it takes less and less time to adapt. To be in constant search is not an option.

How then to solve the problem of obtaining new sensations? Very simple - HOBBIES! Any person accumulates negative from work, sooner or later he stops giving all the best in the workplace. What for? This will surprise no one, the leader will not even praise, and if the difference is not visible, why tear up… spoil your nerves? And you need to spend energy somewhere, because we all dream of something, we all want to do great things.

And you need to start small. In your free time, you can try to implement some of your own project, which in the future can become a source of good income. Or go hunting with friends, but you never know what else you can do? After all, admit to yourself that there is something in the world that brings you pleasure.

So pay attention to THIS in your free time. Just doing nothing on the weekend means giving up and putting up with everything that can happen in your life. A rolling stone gathers no moss. Get up off the couch and go do it through force. Later, you realize that IT really gives you pleasure, and as a result of such personal labor, you have a sense of satisfaction, and not uselessness, as in an official job.

Again, there are a lot of reasons leading the employee to the idea of \u200b\u200bquitting. You cannot consider all of them, but the manager must be ready to identify them and, most importantly, solve them, because if he does not offer a sensible solution, then he will not see the employee. And a qualified cadre will go to raise virgin soil in another office.

In any case, successful or not, the leader must understand that the precarious balance in which bosses and subordinates are located is temporary. And don't get yourself killed by failure. It was not possible to dissuade him from dismissing this employee - try your hand the next time someone else “breaks down” ...

The times when it was considered the norm to have one entry in the work book, or even one place of work, are long gone. According to polls by VTsIOM, if citizens no longer needed to work for money, 19% would change jobs and the same number of Russians would refuse to hire them altogether. On average, in his professional life, a person changes from 10 to 15 jobs, spending in one team from several months to 5 years. In most cases, people change jobs for more paid ones, because of moving to another city and the desire to build a career. Rounding out the top 5 reasons is opting for less stressful work and fleeing incompetent or pressured leadership. More and more often, leaving is associated with the desire to start your own business.

Ideally, the decision to dismiss is made in a balanced manner. The picture drawn in one of Shnur's clips, when they part with the hated work at once, with the scandal, is unlikely to be as good in real life. Especially if you weren't lucky enough to make a few hundred million dollars recently, and you don't plan on ending your work life forever.

Tips on how to safely break up with your employer are very similar to those for divorce: there is much more in common between a work relationship and a romantic relationship than you might think. The process of firing will characterize both you and the employer as much as the experience of cooperation, and both factors will definitely influence your career.

Information - personally to the addressee

The first person to know about your decision to leave the company should be your boss. Otherwise, information mis-communicated by colleagues may distort your true intentions and make the process not as easy as you would like. Modern communication methods allow you to quit without personal contact - by e-mail, SMS or Facebook, but it is better to communicate your decision privately. Psychologists and recruiters advise to make the meeting exactly such as to communicate your decision and not leave time for discussion. Be prepared for harsh reactions, objections and temptations - prepare strong arguments in favor of your decision.

Leaving go

Stick to your plan - just thank your boss for his attention and let him know that you will move on anyway. Most people who accept a counter offer from their current employer end up leaving within six months. Speaking about the reasons for your dismissal, emphasize that the new offer is more profitable - by salary, by location. Be prepared for a "layoff" interview: now HR departments of many companies are building a strategy for retention of employees based on surveys of those who decided to leave, but even in this case, you shouldn't cut your head and express everything that hurts, so think about the wording. Virgin founder Richard Branson, who had to go through many layoffs during his leadership of the company, including leading employees, advises not to burn bridges: many of those who thanked him for his experience and were able to build their own business after leaving are now partners in Branson's projects.

See off - according to the mind

Maintaining a good relationship with an ex-employer can be beneficial for both of you. Keep in mind that your former employer might give you a good reference or a negative review. A recent case from practice - the doors of companies were closed in front of the applicant, because when calling the last place of work, HR-specialists heard that “we do not work with mediocrity”. Even if you are experiencing negative emotions, do your best to ensure that getting fired does not hurt your future career. Don't try to commercialize your firing and take away, for example, important information as severance pay. On hearing the story of Uber top manager Anthony Lewandowski, who was accused by the former employer of Google of stealing secret developments upon dismissal. The scandalous litigation ended with Lewandowski's dismissal from his new job without material compensation and the possibility of buying back shares of a technology corporation. In Russia, a high-profile litigation is still ongoing between Yandex and Zvook: the latter accuses a rival corporation of poaching key employees who took marketing ideas with them.

Make the last impression

Your loss can be sensitive to the entire organization. According to the Society for Human Resource Management, firing an employee is costly for the company - from 6 to 9 monthly employee salaries, which will go towards recruiting and training a candidate. To mitigate this time, you will have to work out the time prescribed by labor legislation or the time specified in the contract, draw up all the documents, and transfer cases. So do it at the highest level. The last impression, like the first, will be impossible to repeat. It is unlikely that any of your colleagues or the employer will remember your previous labor exploits during this period, but the fact that in the last week you were constantly late, left earlier and could not finish the job started, will remain in the memory of all former colleagues ... It is unlikely that you want them to share this information with future employers. Ideally, offer a professional to replace yourself. If the employer respected the result of your work, he will take your recommendations with attention. If at the time of your departure there are unfinished projects in the company in which you play a key role, consider the opportunity to take part in bringing them to the end and after leaving the company - provide contacts for communication.

Don't annoy your colleagues

Having made the decision to dismiss, you will surely feel like a prisoner who has very little time left before being released. But do not upset your colleagues with stories about how bad you felt in the company where they remain, and how good it will be in the new place of work. You should not express everything in your hearts to ex-colleagues, it is better to sincerely thank them for their cooperation. And even more so to do it publicly. The founder and former COO of Aviasales, Konstantin Kalinov, having decided to quit, commented on the unsightly circumstances of working for the company on his Facebook page, ending the post with the words “that's it, I don't care about this anymore, I use Skyscanner and Booking.com”. Of course, this could not but have consequences for the business. But the author of the posts also takes a risk: you shouldn't burn bridges, because one day you may decide to return. In 2011, co-president of the American stock exchange Nasdaq Adena Friedman decided to quit the company because of a desire to build a more intensive career. But three years later she returned back, "home." In her opinion, this is possible only by maintaining good relations with former employers and colleagues.

The employee, then, is quitting, but you suddenly decided to keep him, comrade boss? Of course, the company does not keep anyone, but this is until the first dismissal of the pros.

Not all managers appreciate the rank-and-file workers at their true worth.

When their patience bursts, they, with genuine psychosis, write a statement of their own free will.

The easiest way is to fire an employee, because in the era of unemployment it is not difficult to find a replacement.

It only seems so. Horseradish on a finger can also be replaced. Just what will come of it?

If you are a wise boss, try to retain the employee by putting into practice 4 helpful tips.

* If an employee leaves, having clearly stated their intention to work in another office, politely ask what attracted him.

If the budget of the company allows, throw in a salary, saying that you appreciate everything that the person who decided to quit has done for the company.

* In the event that an employee breaks down, he is simply tired of working in a stupid mess, it will not be easy to keep him.

He can come up with anything, knowing in advance that he will be persuaded.

As a big boss, you don't want to stoop to an apology either.

And the employee, believe me, is not a fool, because he perfectly understands that there will be no order in your company.

Even an increase in salary does not appeal to him.

There is only one thing to do: wait until he “cools down” and withdraws his letter of resignation himself.

If this does not happen, you will lose a valuable employee.

There was nothing to “wear a crown”. The boss means nothing if the lower classes start to work badly.

* You can retain a resigning employee if his decision is related to a specific person.

Perhaps your deputy did not behave very competently, deciding to crush an employee involved in several directions at once.

He was sick and tired of being “torn”, constantly looking for excuses.

If it is possible to isolate an enraged employee from a series of stupid commands, give him the opportunity to complete one assignment first, and then take on the second.

Even I do not tolerate dual power.

The boss must be alone. The rest of the orders, please go through it.

* When an employee leaves due to fatigue, not provided leave, you must understand that a person cannot work without rest.

And he is not worried about the fact that you plow without “checkpoints”.

Excuse me, you have a big boss, what is your salary?

Probably 5 times more than the employee who decided to quit?

Then you can die at work, and those who receive a pittance will find an office where, at least partially, the Labor Code of the Russian Federation is observed.

Well, now you can try all this in practice.

Any employee from a lower rank can be hunchbacked for 3 kopecks, if his management does not shift other people's responsibilities onto his tired shoulders.

The material was prepared by me- Edwin Vostryakovsky.

Was the article useful to you? Share with your friends

How to dissuade an employee from quitting

So, after reflecting on the situation, weighing all the pros and cons, you came to the conclusion that the time is not yet. As a result of clarifying the reasons for the dismissal from the employee, you understand that he was simply tired of the job, or he has not yet decided on further plans, or that he is going to leave you because of a trifling, completely resolvable issue ...

The main thing is to choose the right arguments and loosen the scales of decision-making. I tried to outline the concepts of loosening techniques in the post How to impose your idea on subordinates.

An employee came to you and brought letter of resignation at will. It would be silly if you, without asking the reasons, just sign the statement. If I were an employee, I would have thought that no one really needed me here, and would have even more affirmed in the correctness of my decision.

One of the most frequent reasons the desire to quit is the search for a “better place”, the same reason can be equated with the state of “everything is enough”. In this case, you can try to draw perspectives on the new job and compare them with the current job.

Read also: Order on recalculation of wages - sample

How to retain a valuable employee

We study the reasons for leaving and take effective measures

According to HeadHunter, the number of sales vacancies by the end of 2013 increased by 25% compared to 2012. So it's not hard to imagine a situation where a key sales person decides to leave the company. However, do not try to keep him - sometimes it is better to let the employee go. How to understand the reasons for the departure of a valuable manager and prevent further loss of staff?

If a resignation letter from a valuable or even a key commercial employee has landed on your desk, don't worry: every manager does it from time to time. As a rule, each company in such cases has its own corporate policy: somewhere it is not customary to persuade employees to change their decision, whether it is an ordinary manager or a top manager, but somewhere they keep valuable specialists, preparing a so-called counter-offender. By the way, employers are making counter-proposals more and more often (more on this in the article "Trends-2014", "KD" "No." 1 for 2014. - Ed.).

Before reacting to the letter of resignation, conduct an initial analysis of the situation, try to understand the reasons why the employee decided to leave the company.

We conduct an interview with an employee: the main thing is trust and honesty

At this stage, your main task will be to find out the true reasons for leaving a specialist. There are two ways to get information. The first is to invite an employee to an open dialogue. Such a conversation can be conducted by the commercial director himself, if a trusting relationship has developed between him and the employee. It is important not to put pressure on the employee, you should not blame him, condemn his act and accuse him of ingratitude. Listen carefully to the interlocutor, ask more open questions that do not imply monosyllabic answers. Try to find out why he made such a decision, whether it is final or the situation can be corrected, what exactly served as a catalyst and other points. However, not everyone trusts the boss, so the employee may be insincere or not make contact at all. Then it will be better if an HR manager or a colleague he trusts speaks to him. Such conversations are very useful, because even if the employee cannot be dissuaded from dismissal, management will be able to identify problems that need to be addressed in order to avoid similar situations in the future.

The second way is to use the Secret Recruiter method. It cannot be classified as ethical, but it is used by some companies. So, a representative of a recruiting agency turns to the manager, wondering whether he is considering job offers, promising help in finding vacancies and, along the way, finding out the reasons for dismissal from his previous job. In addition to the ethical aspect, there is a risk that the employee will suspect something, so this method can be used only if the employee's resume is publicly available.

We analyze the received data

The exit interview data must be recorded. It is not necessary to use special programs for this - a table in Word or Excel is enough.

The classifier table will help to identify the systemic reasons for dismissals: an ill-conceived motivation scheme, a lack of career prospects or problems of relationships within the team. For example, we keep a card of dismissed employees in the 1C: Enterprise program (table). In this case, specific information is very important, therefore two levels can be distinguished in the classifier - general and private.
If desired, the manager can leave free-form comments in the table. Let's take a closer look at the three most common reasons for dismissal and the algorithm for working with each of them.

Reason 1. Low wages

It's no secret that sales managers are primarily focused on good material remuneration. If the employee who applied for resignation is dissatisfied with the salary, there is reason to think: is it worth keeping him, reviewing the level of remuneration only for him? As practice shows, even an increase in wages in such a situation can only keep an employee for a short time - he will still quit, just later, in a maximum of six months. However, some companies are going to revise wages in order to find a replacement for a specialist during this period.

It is important to find out if the manager told his colleagues about his decision. If so, it is all the more worth holding back, otherwise the group of the most valuable employees will receive leverage on management.

Preventive measures. One of the main ways to keep a sales manager in the company is to control the offers on the market. This includes the analysis of not only the average wage, but also the ratio of salary and percentage, the composition of the social package, the degree of comfort of working conditions.

Such monitoring should be carried out at least once every six months and be sure to include comparable companies in the study, that is, competing firms that may be potentially interested in your employees. A sales manager is, first of all, a businessman who can count well. And even if competing companies offer employees the same pay conditions, additional benefits, such as a company car or compensation for fuel and lubricants and mobile communications costs, may be a significant factor.

We conduct such a competitive analysis at least twice a year, and discuss the obtained data with the commercial director.
According to d headHunter Survey Data in 2013, 88% of companies recruit quit employees, and more than once. Thus, 42% of employers hired the same employee twice, and 22% - three or more times.

Reason 2. Lack of career growth

This is one of the most common reasons for dismissal. Numerous studies confirm that employee development is a key leadership tool in helping to reduce turnover, increase team engagement and productivity. Typically, an employee can stay with the company without moving up the career ladder for an average of three years. For sales managers, this period is usually even shorter - about two years.

Create a system of internal growth that would provide an increase in material rewards. The following development stages can be identified: junior manager, manager, senior manager, leading manager, supervisor. For each step, tasks and powers should be described. For example, a senior manager might be responsible for training new employees, supervising a group, or managing a specific product category. It is clear that the system itself may be different depending on the field of activity and the scale of the company.

Preventive measures. Even when applying for a job, you need to find out the factors of motivating the applicant. If he talks about the importance of a career, figure out exactly what he means. By career growth, some mean an increase in wages, others - getting the opportunity to lead a team, still others - the implementation of increasingly difficult tasks and so on. It is important to find out whether the employee himself made efforts for his own development (for example, received a second higher education, attended trainings, read professional literature, took on additional functions, made significant improvements in his field of activity) or his motivation in the field of career growth is purely consumer.

In the first case, we are dealing with motivated specialists - put them on a separate list. Along with the HR department, conduct interviews with these employees about their expectations from work in your company, draw up personal development plans. Identify the long-term and short-term goals and plans of key managers, their opportunities and concerns. Many companies provide the most valuable workers with benefits and / or set wages above the market average.

Reason 3. Poor relationship with management

The employee is likely to indicate this reason only in a personal conversation with the HR manager or with a trusted colleague. Therefore, when attending exit interviews, you are unlikely to hear such an explanation, especially if there is a high turnover in the department.

Preventive measures. They come to the company and leave the manager. Not all bosses have a good command of management skills, are able to correctly set tasks for employees and correctly respond to the results of their work.

Analyze how much time you spend communicating with subordinates, how many times they contact you to clarify the task at hand, how often you evaluate their work and respond to the results. Do you communicate with them on an equal footing, discuss work issues as professionals or their opinion does not matter to you? To diagnose the level of loyalty and engagement of employees, it is very useful to conduct regular anonymous surveys - again in conjunction with the HR department. This will allow the leader to see himself from the outside, analyze his shortcomings and correct them.

Gamification as a motivational trend

The principle of gamification is becoming increasingly popular in the system of rewards and bonuses. Many large companies, for example, use the idea of \u200b\u200b"bonus accounts" that employees can replenish by doing something useful for the company (creating an innovative proposal, helping a colleague, showing outstanding performance, taking part in an important project). The accumulated bonuses can be exchanged for prizes or other, intangible benefits.

Read also: Remuneration for disabled people with reduced working hours

Gamification engages employees in activities, activating the so-called competitive motive, hitting the competitive string. For example, in our company there is a motivational game “Increase your rating”. Retail managers compete with each other according to certain rules. There are both individual and team ratings. Once a month, the best employees can choose a promotion to their taste from the corporate "prize menu". Those who manage to stay at the top of the rankings throughout the year are rewarded with a trip to the fashion capitals of the world, such as Milan or Vienna. The best team at the end of the year receives a merry New Year's party as an award.

Another option for implementing the principle of gamification is the badge system. Specialists of our retail network, who showed the highest results for the month, receive personalized “gold” badges with the words “Best Employee of the Month”, which they wear at work.

The principle of gamification is best perceived by young people in generation Y a certain percentage of conservatives who treat him with distrust or even skepticism are, as a rule, older people.

Despite the fact that this technique is relatively recent, it has already gained widespread acceptance and many leaders see it as a powerful motivation tool.

Mass media about the presentation of a new capsule collection of shoes and accessories by Evelina Khromchenko and Econika

How to keep an employee who wants to quit

Photo source

We hired, trained, adjusted work processes - and suddenly a statement “of their own free will” falls on the table. Before firing a valuable employee, it's worth considering why they want it and then deciding how to keep them. Rjob learned 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 leaving

Nobody quits "just like that" and "nowhere", most often an 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 an 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? Did the person work alone or in a team, supervise the process, generate ideas, have the opportunity to work without control, in a free schedule or remotely, receive remuneration? 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 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 think about 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 wages 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 an employee is motivated only by the financial aspect, sooner or later he will 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 holidays 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, the rest of the employees can find out about the promotion, and then the 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 get together with competitors.

Offer the employee a rational option - review 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 for mobile communications and transportation costs, corporate events and training. This will help the resigning person to reasonably assess whether he has taken into account all the important factors when moving to a new job and whether the large 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 the average age of employees is 25+ (the so-called “generation Y”), then they cannot be kept by simply changing their position. It is important to give meaning to their daily activities, to show that the company values \u200b\u200btheir professional qualities, experience and personality traits, to demonstrate the development horizons 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 to transfer the employee to more global projects, events in which representative offices from different countries participate. 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 \u200b\u200ban employee about his duties. After all, he may not realize that the management values \u200b\u200bhimself 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 amount of 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 worth making sure. 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 knowledge gained in your company. Refusal of such an offer will clearly betray a self-serving person who wants to squeeze the maximum before dismissal.

"I feel uncomfortable in the team"

Layoff 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.

It might be helpful to read: