Discourage an employee from being fired. Why did the employee quit voluntarily? How to prevent the layoff of valuable employees

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

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

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

There are various reasons that can encourage further care, both basic (“not enough money”), which appeal to our basic needs, and internal (“I don’t see the point in working”), which reveal a person’s needs for self-development and self-expression.

Consider the main reasons for leaving and ways 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 salary. 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 way: Discuss with employees the duties they perform and their pay. Raising wages simply because of the fact of dismissal is not worth it, since the situation may repeat itself in six months. Better think about increasing the motivation system, implementation of KPI which will allow the employee to earn more.

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

No premium

Often the level of salary suits the employee, but he does not see significant changes in salary or loses motivation for quality work. For such workers, not only monetary motivation is important, but also other types of incentives for their work. Enter the gamification of work, when team competitions will go for the fulfillment of certain levels or plans.

Solution way: amplify corporate culture enterprises. For example, supplement the motivation system with non-monetary rewards: tickets, gifts or vouchers. If at your enterprise they are issued frequently, it is probably worth conveying to employees information about how you can receive a bonus, according to what criteria it is issued.

Stuck on the career ladder

An employee can be satisfied with his financial position, but he does not see development. In this case, the salary increase additional bonuses lead to nothing. Long stay in the same position with the same list of responsibilities introduces melancholy.

Solution way: There is a vacancy, offer the employee a promotion. If there are no vacancies, put him in charge of a major project, expand the scope of his duties, 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

An employee can perform his duties well, be punctual and assiduous. But he does not feel the recognition of his work and the importance of his decisions. This situation is demotivating and lowers self-esteem.

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

I see no point in my work

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. When communicating with foreign colleagues, the employee's horizons expand. This allows you to look at your responsibilities in a new light.

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

Dissatisfied with the atmosphere within the team

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 reigns in the team. How pleasant and workable is she?

Solution way: establish contact with subordinates, spend more time in their team. Communicate with managers more often as a team player, not a boss. Since such a situation has arisen, it means that we need to work on the climate in the team.

Bad relationship with superiors

The employee reports this reason to the personnel officer during an exit conversation or a close colleague. It is rare when an employee is ready to honestly tell his superiors that the matter is in him. If there is a high turnover of staff, this situation should 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 that they need honest feedback about the collaboration to improve the situation.

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

Any employee, first of all, is 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 as a human being.

Solutions: talk heart to heart with a person, listen to his anxieties and pain. Offer non-financial assistance, such as emergency leave. If you're close enough, offer to meet him outside of work for emotional relief. Do not leave an employee alone with his trouble. If there is no trust between you, tactfully ask a colleague close to him to support and encourage the employee. Show that he cares about the company and that they care about him.

Good employees are just valuable 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 perform them well, you need to help him overcome this fear.

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

Healthy: 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 required to work for a certain period in the company. If he refuses, take this into account.

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 completing a difficult project, a person has a feeling of devastation and severe fatigue.

Solution method: offer the employee a short vacation in which he can sort out his feelings. Very often, after such a rest, employees return active and motivated for new exploits.

What methods should definitely not be used?

There are some points that must be taken into account:

never assume that an employee's only motivation is money. Be sure to understand what is happening and the context of the dismissal.
do not intimidate the employee with a crisis in the labor market and insult him. Don't take care personally. 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, as will insults and threats.
be friendly and polite, regardless of the reasons for leaving.
do not appeal to friendly relations, raising dismissal to betrayal.
do not try to keep an employee by using his colleagues for this.
eliminate the thought of dark methods of retention.

Managed to keep the employee. What do we do next?

After an employee has decided to stay, it is worth looking at him. Dismissal is the first call that there are things that do not suit the employee. If they are not eliminated, then his discontent can pass to other employees. This can lead to mass layoffs.

Depending on the situation, adjust your actions and take into account possible scenarios. Remember, if the employee again after a short time brings a letter of resignation, 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 jobs. At the same time, only 37% are satisfied with the salary.
53% of respondents agree to receive a lower wages if there will be food at work, entertainment in the office and the possibility of a flexible schedule.
79% of the respondents stated that they strengths are in demand in the workplace and they find the realization of their potential in work.

The statistics are astonishing: more than half of the employees leave due to poor relationships with 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 jobs and soon write a letter of resignation on own will.

Well, 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 will be done: you need to start looking for the root of this problem, that is, to look for the reasons why talented employees quit, what does not suit them and how to change it?

A valuable employee is leaving! Is it worth keeping? Video

All the reasons that company employees 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 responsibilities of an employee: for example, cases when he does not cope with his duties, he lacks competence, or vice versa, 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, discrepancy between the volume of work performed and wages, non-payment of bonuses, delays in payments, etc.;
And the third group of reasons for layoffs, which we will discuss in more detail in our material, concerns precisely the relationship of the employee with the team and superiors. And, according to various studies, more and more employees of various organizations explain their departure from previous place work precisely for such reasons: relations with superiors 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 implementation. The motivation system will become transparent and the seller will be able to understand how much and for what he earned.

Mistakes made by leaders when dealing with subordinates

Leadership Mistake #1: When stress levels go off the charts

Many employees themselves are ready to work seven days a week, to stay late at work of their own free will, but sooner or later, such a work schedule inevitably leads to the fact that a person accumulates fatigue, and endless rush jobs, late reports and "condensing" clouds lead to stress, depression and professional 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 understands that as a reward for their desire to do everything at once, they not only did not begin to 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 “sensitive” and experienced leader will notice in the early stages that the employee does not receive any moral satisfaction, but only endless stress.

Simple signs of this would be lack of sleep, lateness, sudden changes in the mood of the employee, 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 reduce the load falling 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 it can be expected that the employee will look for another, more relaxed job.

Leader Mistake #2: Impossible Career Growth

It often turns out that the promised promotion was just a ploy to "lure" a talented employee to work for the firm. Under no circumstances should this be allowed!

According to various surveys, about a third of company employees are ready to quit if they realize that no prospects await them in the near future. career development! Every leader should think about this.

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

A talented employee, for whom a promotion is a really important factor, it is still worth promoting in this position.

Let it advance on career ladder will simply be “nominal”, for example, instead of the leading specialist of the department, you will make the employee the second deputy head of the department in order to satisfy the employee’s ambitions and keep him in a new job.

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

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

Leader Mistake #3: An Unfavorable Team Atmosphere and a Tyrant Boss

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

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

But you need to remember only one thing: not a single employee will linger 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 each person is looking for a place where he will be as comfortable as possible to work morally and psychologically, and there will be as little “pressure” from the authorities as possible.

Solution to the problem: not every leader will be able to recognize the fact that he goes too far in communicating 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 the "incompetent staff", but in the management, because a good place people don't leave their jobs.

Any conflict in the team can be corrected, and you can try to improve relationships with colleagues, but if the boss is a petty tyrant, then it is extremely difficult to work with such a person.

A smart boss is the one who knows how to combine leadership and humanity, who is happy with the victories of his subordinates, who 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 Work Conditions

We spoke about the unfavorable atmosphere in the team above, but now we will talk about such a no less

a common reason for layoffs as 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 coordination, because employees have their own life outside the office walls, their own schedule of the day, things to do.

Many workers leave after the office relocates - commuting to work several hours a day is a disaster for many. It is also important that the equipment in the office works properly, in hot weather. summer season air conditioners were installed, and heaters worked in winter.

Listen to everything that employees tell you about certain inconveniences at work - this is really important today. Solve all problems immediately and do not put them off indefinitely, and also good advice there will be the creation of an “Employee Satisfaction Scale”.

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

Executive Mistake #5: Inappropriate Pay Levels

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", he is a really competent and promising specialist, but instead of raising his salary, he is "fed" with promises, then many of them decide to quit.

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

If it concerns an employee who unmotivatedly demands an increase in wages, then the boss is not afraid of his dismissal, but what to do if a talented and desired company employee?

Solution to the problem: It is, of course, wrong to “recklessly” raise the wages of all employees who demand it, but it is also wrong to lose valuable personnel for this reason. The right decision would be the introduction of bonus systems for the implementation of the plan.

Also, in order not to lose valuable employees due to low wages, the manager must constantly monitor wages on average 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 asset, then he should raise his salary.

If there is no opportunity to increase the employee's salary, then it is best to explain all the reasons, tell everything as it is - honestly, specifying the exact terms in 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. Enter a personal daily routine for each employee and increase their loyalty to the company. But at the same time, you can always check the list of cases of your subordinates and, if necessary, adjust it.

Leader Mistake #6: Repetitive Tasks

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

No one wants to sit in a boring job, especially a promising and ambitious specialist: even a high salary will not keep a talented person in such a workplace for a long time.

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

Solution to the problem: no leader will be able to retain a promising specialist, preventing him from solving new problems, participating in interesting projects, offer new and implement this new.

Offer such a talented employee a new position, expanded functionality, solving diverse tasks, 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 can destabilize the situation in the entrusted 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 on a job at another place of work, then it will be extremely difficult to convince him. If only, for example, do not kneel, tearfully begging to stay ...

Even if the appearance of a resigning employee was not part of your plans and was a surprise, then, first of all, you need to humanly approach this issue and remember that the employee will not work forever for you anyway. Sooner or later, the moment of dismissal may come, and there is nothing you can do about it. At most, move the date of departure to a later or indefinite period.

So, after thinking about the situation, weighing all the pros and cons, you came to the conclusion that it is not time yet. As a result of finding out the reasons for dismissal from an employee, you understand that he was just fed up with work, or he has not yet decided on his future 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 act. This is your chance. Only on doubt can you play and convince a person of your decision. I would say that from a "spark" of doubt, you can always fan a whole "fire".

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

I'll give you an example.

An employee came to you and brought resignation letter at will. It would be stupid if you, without asking the reasons, just sign the application. If I were an employee, I would think that no one really needs me here, and I would be even more convinced of 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 will 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 you for some more time.

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

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

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

How, then, to solve the problem of obtaining new sensations? Very simple - HOBBY! Any person accumulates negativity from work, sooner or later he stops giving all the best in the workplace. What for? You won’t surprise anyone with this, the leader won’t even praise, and if you can’t see the difference, why tear it up ... spoil your nerves? And energy must be spent 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 projects, 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 coming to terms with everything that can happen in your life. A rolling stone gathers no moss. Get off the couch and go do THIS through force. Later you will realize that IT really gives you pleasure, and as a result of such personal work, you have a feeling of satisfaction, and not uselessness, as in official work.

Again, there are a lot of reasons that lead an employee to the idea of quitting. You cannot consider everyone, but the leader must be ready to identify them and, most importantly, to solve them, because if he does not offer a practical 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 the bosses and subordinates are located is temporary. And don't be afraid to fail. It was not possible to dissuade this employee from dismissing - try your hand the next time someone else “breaks down” ...

Times when it was considered normal to have one entry per work book, and even one place of work, long gone. According to VTsIOM polls, if citizens no longer needed to work for money, then 19% would change their place of work and the same number of Russians would refuse to hire at all. On average for your professional life a person changes from 10 to 15 places, spending in one team from several months to 5 years. In most cases, people change jobs to more paid ones because they move to another city and want to build a career. Rounding out the top 5 reasons for choosing less stressful work and fleeing from incompetent or pressure management. Increasingly, leaving is associated with the desire to start your own business.

Ideally, the decision to dismiss is made carefully. The picture drawn in one of Shnur's clips, when they part with a hated job at once, with a scandal, is unlikely to be as good in real life. Especially if you haven't been lucky enough to make a few hundred million dollars recently and don't plan on doing away with it. labor activity forever.

Tips on how to leave your employer as safely as possible are very similar to those for divorce: there is much more in common between work and romantic relationships than it might seem at first glance. The process of leaving will characterize both you and the employer no less than the experience of cooperation, and both factors will necessarily 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 misreported by colleagues can distort your true intentions and make the process not as easy as you would like. Modern ways communications allow you to quit without personal contact - by e-mail, sms or on Facebook, but it is better to communicate your decision face to face. Psychologists and recruiters advise to make the meeting just such as to announce your decision and not leave time for discussions. Be ready for a sharp reaction, objections and temptations - prepare strong arguments in favor of your decision.

Leaving go

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

Escort - according to the mind

Maintenance good relations with an ex-employer can be beneficial for both of you. Keep in mind, a former employer may give you a good recommendation, or maybe a negative review. A recent case from practice - the doors of companies were closed to the applicant, because, calling the last place of work, HR specialists heard that "we do not work with mediocrity." Even if you are experiencing negative emotions, do everything so that the dismissal does not damage your future career. Do not try to commercialize your dismissal and take, for example, important information as severance pay. There is a story of Uber top manager Anthony Lewandowski, who was accused by his former employer of Google of stealing secret developments when he was fired. Scandalous litigation ended with Lewandowski being fired from his new job without financial compensation and the possibility of buying shares in a technology corporation. In Russia, a high-profile trial between Yandex and Zvook is still going on: the latter accuses a rival corporation of poaching key employees who took away 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, laying off an employee is costly for the company - from 6 to 9 monthly salaries of the employee, which will go to recruiting and training the candidate. To mitigate this time, you will have to work out the time stipulated by labor legislation or the time specified in the contract, draw up all the documents, 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 complete the work you 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 you. If the employer respected the result of your work, he will pay attention to your recommendations. If at the time of your departure there are unfinished projects in the company in which you play a key role, provide an opportunity to take part in bringing them to the end even after the dismissal - 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 left before being released. But do not upset your colleagues with stories about how bad it was for you in the company where they are staying, and how good it will be at a new job. You should not express everything to ex-colleagues in your hearts, 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 “everything, I don’t have anything to do with this anymore ... I use Skyscanner and Booking.com.” Of course, this could not but have consequences for business. But the author of the posts also runs the risk: you should not burn bridges, because one day you may decide to return. In 2011, Nasdaq co-president Adena Friedman decided to leave the company due to her desire to build a career more intensively. But three years later she returned back, “home”. In her opinion, this is possible only if good relations are maintained with former employers and colleagues.

The employee, then, is resigning, and you suddenly decided to keep him, comrade chief? Of course, no one is kept in the company, but this is before the first dismissal of the pros.

Not all leaders appreciate workers in ordinary positions.

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 an era of unemployment, finding a replacement is not difficult.

It just seems that way. Horseradish can also be replaced with a finger. Just what will come of it?

If you are a wise boss, try to keep an employee by putting into practice 4 useful tips.

* If an employee quits with a clear intention to work at another office, politely ask what exactly attracted him.

If the company's budget allows, throw in a salary, saying that you appreciate everything that the person who decided to quit did for the company.

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

He can think of anything, knowing in advance that he will be persuaded.

You, as a big boss, also don’t want to stoop to an apology.

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

Even the salary increase does not appeal to him.

There is only one thing left: to wait until he “cools down” and withdraws his 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 poorly.

* You can keep a leaving employee if his decision is related to a specific person.

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

He was fed up with “torn”, constantly looking for excuses.

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

Even I can't stand duality.

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

* When an employee quits due to fatigue, no vacation, you must understand that a person cannot work without rest.

And he doesn't care much about the fact that you plow without "passers".

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

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

Then you can die at work, and the one who receives pennies will find for himself that office where, at least partially, Labor Code Russian Federation.

Well, now you can try all this in practice.

Any employee from the lowest rank can hunchback for 3 kopecks if his management does not shift other people's duties onto his tired shoulders.

The material was prepared by me - Edwin Vostryakovsky.

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How to stop an employee from quitting

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

One of the most frequent reasons desire to quit - the search for a "better place", the same reason can be equated to 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 with him: a familiar, well-established team, long-established principles of work, no need to retrain, retrain, an understandable and predictable wage system, motivation systems, a good schedule, overtime, if possible, etc.

Read also: Order on the 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 vacancies in sales by the end of 2013 increased by 25% compared to 2012. Therefore, it is not difficult 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 the loss of personnel in the future?

If a letter of resignation from a valuable or even a key employee of the commercial service has landed on your desk, do not worry: from time to time it happens with any leader. As a rule, in such cases, each company has its own corporate policy: somewhere it is not customary to persuade employees to change their minds, whether it be an ordinary manager or a top manager, but somewhere they keep valuable specialists, preparing the so-called counterfeiter. By the way, employers are making counter-offers more and more often (more on this in the article “Trends-2014”, “KD” “No. 1” for 2014. - Ed.).

Before responding to a letter of resignation, swipe primary analysis situations, 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 the departure of a specialist. There are two ways to get information. The first is to invite an employee to open dialogue. Such a conversation can be held 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 reproach him, condemn his act and accuse him of ingratitude. Listen carefully to the interlocutor, ask more open questions that do not require 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 whom he trusts will communicate with him. Such conversations are very useful, because even if the employee cannot be dissuaded from quitting, 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, the manager is approached by a representative recruiting agency, wondering if he is considering job offers, promising to help in finding vacancies and, along the way, finding out the reasons for dismissal from former place work. In addition to the ethical aspect, there is a risk that the employee will suspect something, therefore this method can only be used if the employee's resume is publicly available.

We analyze the received data

Exit interview data should 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 identify systemic causes layoffs: an ill-conceived motivation scheme, lack of career prospects or relationship problems within the team. For example, we keep a card of laid-off employees in the 1C:Enterprise program (table). In this case, specific information is very important, so two levels can be distinguished in the classifier - general and particular.
If desired, the manager can leave comments in the table in free form. 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 rewards. If the employee who submitted the resignation letter is dissatisfied salary, there is reason to think: is it worth keeping him, revising the level of remuneration only for him? As practice shows, even a salary increase in such a situation can only keep an employee for a short time - he will quit anyway, just later, in a maximum of six months. However, some companies are going to review salaries 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 yes, it is all the more not worth holding on to, otherwise the group of the most valuable employees will gain leverage over leadership.

preventive measures. One of the main ways to retain a sales manager in a company is to control offers in the market. This includes an 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 must be carried out at least once every six months and it is imperative to include comparable companies in the study, that is, competing firms that may be potentially interested in your employees. A sales manager is first and foremost a businessman who is good at counting. And even if competing companies offer employees the same wage conditions, additional benefits, such as a company car or reimbursement for fuel and mobile communications costs, may be a significant factor.

We conduct such competitive analysis at least twice a year, and discuss the results with commercial director.
According to d according to a survey conducted by HeadHunter in 2013, 88% of companies hire quit employees, and not even once. So, 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 managerial tool to help reduce turnover, increase team engagement and productivity. As a rule, an employee can stay in a company without promotion for an average of three years. For sales managers, this period is usually even less - about two years.

Create a system of internal growth that would also provide an increase in material rewards. The following stages of development can be identified: junior manager, manager, senior manager, lead manager, supervisor. For each step, tasks and authorities should be described. For example, a senior manager's responsibilities might include training new hires, mentoring a group, or managing a particular 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 motivation of 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, others - performing 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, achieved 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 - add them to the separate list. Interview these employees with Human Resources about their expectations of working for your company and develop personal development plans. Identify long and short term goals and plans key managers, their opportunities and fears. Many companies provide benefits to the most valuable employees and/or set wages above the average market.

Reason 3. Poor relationship with management

The employee will most likely indicate this reason only in a personal conversation with an HR manager or with a colleague whom he trusts. Therefore, when you attend an exit interview, you are unlikely to hear such an explanation, especially if the unit has a high turnover of personnel.

preventive measures. They come to the company, and leave the head. Not all bosses are well versed in management skills, are able to competently 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, how often you evaluate their work and speak about the results. Do you communicate with them on an equal footing, discuss work issues like professionals, or does their opinion not matter to you? To diagnose the level of loyalty and engagement of employees, it is very useful to conduct regular anonymous surveys - again, together 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 "bonus accounts" that employees can replenish by performing some action useful for the company (creating an innovative offer, helping a colleague, showing outstanding performance, taking part in important project). Accumulated bonuses can be exchanged for prizes or other intangible benefits.

Read also: Remuneration of disabled people with reduced working hours

Gamification involves employees in activities, activating the so-called competitive motive, hitting the string of competition. For example, in our company there is a motivational game “Increase your rating”. Managers retail network compete with each other according to certain rules. There are both individual and team ratings. Once a month, the best employees can choose an incentive of their choice 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 fun New Year's party as a bonus.

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 inscription " Best employee months" worn at work.

The principle of gamification is best perceived by young generation Y people; 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 has appeared relatively recently, it has already gained wide acceptance and many leaders consider it a powerful motivational tool.

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How to keep an employee who wants to quit

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They hired, trained, set up work processes - and suddenly a statement “of their own free will” falls on the table. Before you fire a valuable employee, it's worth considering why he wants it, and then deciding how to keep him. Rjob found out whether it is worth making concessions to the requirements of a quitter and how to do it with minimal losses for the company.

Dominant motivator or reason for leaving

No one quits "just like that" and "to 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 a person is satisfied with everything, there will be no need to leave the company.

To identify the motives for dismissal, it is important to understand what attracts the employee and what he tries to avoid. What tasks did he solve with ease, what projects did he take on himself, in what issues did he volunteer? Did the person work alone or in a team, led the process, generated ideas, had the opportunity to work without control, in a free schedule or remotely, received a reward? And the employee’s story about a new place of work will help to understand the negative points, even if he has not yet found it. What would he like: not to get to work so long, not to stay late in the evenings, not to be nervous, not to stop developing? All these "not" almost certainly torment the staff in the current company.

Olga Ovchinnikova

All this is clarified during 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 that I would like to meet again for a short conversation, before which I will consider the next steps and realize the value of a person for the company, his prospects, and ways to keep him.

A person may outgrow a position, duties may seem too familiar to him, he may desire professional growth. Or he lacks an element of creativity in his daily routine. Perhaps he lost his sense of purpose. The motive for leaving has to be literally dug up at the meeting. For the most part, people tend to give formal answers that they think are clearer to the leader than self-realization or psychological moments.

"I want a big salary"

Raising wages is both the most common demand and the most popular employee retention measure. But, oddly enough, the least effective.

An increase in wages should not be the basis for continuing work, Olga Ovchinnikova believes. Because if an employee is motivated only by the financial aspect, he will 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 the holidays, when it is difficult to find a replacement.

Another good reason not to make concessions when discussing salary 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 increase, and then you won’t end up with problems. However, this theory does not work if the salary in the company is really below the average market. In this case, on loyalty alone, employees will not last long and are going to 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 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 possibility of earning more motivates.

It would not be superfluous to tell the employee about the cost of the social package - free lunches, compensation mobile communications and transport costs, corporate events and training. This will help the quitter to reasonably assess whether everything is important factors he took into account when switching to new job And is a large salary 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 of what else to do. A standard promotion will not always help here, although for some it will be enough to feel their own importance and receive privileges.

Olga Ovchinnikova
Chief Operating Officer of Wyser (Gi Group International Personnel Holding)

If the average age of employees is 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 tools necessary for this. If an employee lacks creative realization in the 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 - just because “out of boredom” he figures out how to optimize the process, achieve great results, knows where he is most useful. It is worth listening to him, and a new position will appear by itself.

"My work 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 do not see the point in it and do not understand why they need it! What can we say about adults who do “nonsense” every day.

In this case, Olga Ovchinnikova advises to transfer 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 positively affects 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 employee's understanding of his duties. After all, he may not realize that the management appreciates him and the operations performed.

"I can't handle"

The fears expressed by the resigning person about the proportionality of duties and abilities speak of 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 the staff is directly related to the amount of professional knowledge. To remove the fear of failure, it is enough to train such an employee within the framework of corporate courses or from an external provider.

But in this case, it's worth making sure. If a person already intended to leave the company, then after studying and advanced training, it will be easier for him to do this. 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 self-serving person who wants to squeeze the maximum before being fired.

“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.

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